This report addresses the need for organizations to exert influence in situations where they lack the formal authority that would make such influence straightforward. It does so by providing a three-stage framework by which an organization can explore and develop its power-and-influence options: power assessment, power development, and the development of influence strategies. Based on the social psychology, organizational behavior, and sociology literature, this framework will help an organization capitalize on the power it has, develop additional power bases if necessary, and recognize opportunities to influence that might otherwise have gone unnoticed. This research was undertaken for the Department of Defense’s (DoD) Office of the Chancellor for Education and Professional Development, which was established in 1998 as the principal advocate for the academic quality and cost-effectiveness of all DoD civilian education and professional development activities.
The research described in this report was conducted in RAND's National Defense Research Institute.
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