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By their very nature, models are simplified abstractions from reality, highlighting what is important and needs attention. Reality is usually messier, especially people with their differing perceptions, feelings, and assumptions. In any given instance, you may have to make adjustments and inferences, but a good model helps sort things out. Our influence model takes what social scientists had previously treated as descriptive – the presence of reciprocity among people – and makes it prescriptive and proactive. Combined with our
1
By their very nature, models are simplified abstractions from reality, highlighting what is important and needs attention. Reality is usually messier, especially people with their differing perceptions, feelings, and assumptions. In any given instance, you may have to make adjustments and inferences, but a good model helps sort things out. Our influence model takes what social scientists had previously treated as descriptive – the presence of reciprocity among people – and makes it prescriptive and proactive. Combined with our research in organizations, the model breaks into steps what often is just taken for granted or feels overwhelming.
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This inscription from a statue called Mantiklos Apollo was cited by Janet Tassel in “Mighty Midgets,”
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Alvin Gouldner, “The Norm of Reciprocity: A Preliminary Statement,”
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Gresham M. Sykes,
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Adam M. Grant,
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Gary Yukl and J. Bruce Tracy, “Consequences of Influence Tactics Used with Subordinates, Peers, and the Boss,”
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The concept of exchange is central to this book and will be given detailed treatment in subsequent chapters. We draw on some of the classic literature: George C. Homans, “Social Behavior as Exchange,”
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We use our version of attribution theory throughout the book. The theory was reported in H. H. Kelley,
