Book Critique

Topics: Motivation, Force, Problem solving, Das Model, Power, Negotiation / Pages: 5 (1191 words) / Published: Mar 4th, 2014
Influencer: The Power to Change Anything
Executive Summary Losing weight: is it as simple as burning more calories than consuming? This describes an outcome, not specific behaviors leading to success. Scientific evidence proves “exercise on home equipment, eat breakfast, and weigh themselves daily” are the vital behaviors leading to successful weight loss (Patterson 42). The core of Kerry Patterson’s Influencer: The Power to Change Anything breaks down desirable outcomes by identifying vital behaviors and analyzing the cognitive cause and effect map that drives thinking. Two questions must be addressed: am I able to and is it worth it? (Patterson 50). These two categories, ability and motivation, funnel into the six-influence forces framework focused on individuals, social networks, and things/environments: personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability (Patterson 80). The theory focuses on inevitable change, long-term commitment, and alignment/collaboration to evoke the desired vital behavior.
Overestimation of Structural Forces, Align/Collaborate Forces, and Reasoned-Strategies Developing Management Skills elaborates on the two major sources of influential power: human capital (personal competencies) and social capital (social connections) that directly overlap with Patterson’s first four forces (Whetten 288). However, the textbook concludes that gaining these two sources of power will then result in having structural power within an organization, the ability to change specific things. A downfall of Patterson’s model is that it overestimates the easiness of structural power (motivation and ability) because the model does not take into account the common rigidity of organizational structure; it allows one to already assume having control over the structural influential forces. Both models overlap by emphasizing the collaboration of all influential forces. These influential models



Bibliography: Cohen, Allan R., and David L. Bradford. Influence without Authority. New York: J. Wiley, 1990. Print. "Exerting Influence Without Power." Harvard Business Review. N.p., n.d. Web. 16 Oct. 2013. Fisher, Roger, Alan Sharp, and John Richardson. Getting It Done: How to Lead When You 're Not in Charge. New York: HarperBusiness, 1998. Print. Patterson, Kerry. Influencer: The Power to Change Anything. New York: McGraw-Hill, 2008. Print. Whetten, David Allred, and Kim S. Cameron. Developing Management Skills. Boston [u.a.: Pearson Education, 2010. N. pag. Print.

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