The Opposite of Influence

To influence is to have an effect on people that helps to determine their actions, behavior, perceptions, or attitudes. The opposite of influence is to have no effect. But most of us regard influencing others as bringing their actions, behavior, and views more into line with our own. The opposite of that sense of influence would then be inducing others to adopt positions that contradict our own.

Because I know of no English word for that kind of influence, I'll call it anti-influence. Like influence, anti-influence can be abused, but let us consider only unintentional anti-influence.

Especially in knowledge-oriented workplaces, anti-influence can be costly, when groups engaged in collaborative problem solving might reject contributions that could have led to brilliant solutions. How does this happen?

One widely used framework for studying influence consists of six principles of persuasion developed by Robert Cialdini. For each of the six, I suggest below how they can lead to anti-influence.

Reciprocity

To use reciprocity, the influencer induces in the target a sense of indebtedness by means of gifts or favors.

If someone frequently fails to reciprocate, others may develop resentments. Then later, when the nonreciprocator tries to influence the team, suspicion and resentment can block adoption of any of the nonreciprocator's suggestions.

Commitment and consistency

People like to see themselves as consistent — that they follow through on their commitments.

If an Especially in knowledge-
oriented workplaces,
anti-influence can be costlyanti-influencer is known for inconsistency, and not following through, others might develop distrust. The probability of rejection of his or her contributions is then elevated, however obviously correct they might be.

Social proof

When we're uncertain, we seek confirmation of our choices by observing what others do.

Most companies, departments, and work groups loathe being the first to adopt a practice. And if someone who's widely disrespected advocates a position, that disrespect affects how people assess the advocated position, likely due, in part, to the halo effect.

Liking

People we like, especially people who are like us, or whom we find physically attractive, are more effective influencers — for us.

If someone is widely disliked, when that person tries to influence the team to adopt a position, that dislike affects how people assess the advocated position, likely due again, in part, to the halo effect.

Authority

People respect authority. At work, the emblems of authority are rank and professional respect, often indicated by office location, size, and furnishings.

People of low rank, or who are new to the organization or to the subject matter, or who lack elite professional credentials, have a more difficult time gaining adherents to their positions, however correct they may be.

Scarcity

The principle of scarcity is that the more rare and difficult-to-obtain something is, the more it's valued.

Those who offer their opinions and thoughts too liberally are more likely to find them ignored or even opposed.

Watch for behaviors that might confer anti-influencer status. Once you identify anti-influencers, you're better able to assess their contributions objectively.  Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Dealing with Org Chart Age Inversions

What happens when you learn that your new boss is younger than you are? Or when the first two applicants you interview for a position reporting to you are ten years older than you are? Do you have a noticeable reaction to org chart age inversions?

Devious Political Tactics: Divide and Conquer, Part II

While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of these tactics.

Nasty Questions: I

Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather, they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's political agenda. Here's part one a catalog of some favorite tactics.

Bottlenecks: II

When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.

When the Answer Isn't the Point: I

When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking.

See also Workplace Politics and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Coming March 29: Time Slot Recycling: The Risks

When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.

And on April 5: The Fallacy of Division

Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info