All Title Author
Keywords Abstract

“Influencing without Power” Currency in Inspiration Labs—A Case Study of Hospital Emergency Beds

DOI: 10.4236/ajibm.2018.82014, PP. 207-220

Keywords: Influencing without Power, Influence Currency, Inspiration Economy, Inspiration Labs, Hospital Occupancy Planning

Full-Text   Cite this paper   Add to My Lib


Most of literatures on currencies of “Influencing without Power” focus on skills, internal organisation command chain, convincing, indirect power, or what makes people do specific task and to have attitude to cooperate with others to reach gaols. In this case study paper currency of “influencing without power” is investigated in one of the inspiration labs carried out and then compared to current literature available on the concept of influencing without power or extra resources. The paper focuses on understanding how inspiration economy “influencing without power” currency has differentiated itself to leave an outcome not only results or improvement of enabler skills. A model of “Influencing without Power” used in inspiration labs was proposed followed by application on a complex case study about a regional hospital with a problem of scarcity beds limitations for emergency cases. The hospital was selected to experiment the concept of “influencing without power” and its currencies through inspiration lab. The research method consists of the analysis of the case-study specifically in its role in creating positive influence through approaches that shows how the waves of influence are triggered and what results or outcomes its creates. A discussion is done on the differentiation that inspiration labs offer to the knowledge community in comparison to current literature about influencing without power, or resources, or authority. The paper concludes about how currencies of inspiration economy focus on influencing the mindset and changing the way things are approached in dealing with problem solving, or overcoming challenges. The paper shows how effectiveness of “influencing without power” generate currencies that change the attitudes towards stages of synergy and opens new path for more research on both inspiration economy labs and the socio-economic value of influencing with minimal resources and limited or no power.


[1]  Kendrick, T. (2012) Results without Authority: Controlling a Project When the Team Doesn’t Report to You. 2nd Edition, American Management Association.
[2]  Hogg, M. and Cooper, J. (2007) The SAGE Handbook of Social Psychology: Concise Student Edition.
[3]  Probst, J. (2017) Influence without Authority Whitepaper Principal Consultant Pink Elephant.
[4]  Cohen, A. and Bradford, D. (2005) Influence without Authority. 2nd Edition, Wiley, New Jersey.
[5]  Gottwald, W.D. (2008) Influence without Authority and Navigating through Internal Politics. PMI® Global Congress 2008, Denver, Project Management Institute, Newtown Square.
[6]  Vora, T. (2013) 6 Lessons on Creating a Lasting Influence, Insights, Resources and Visual Notes on Leadership, Learning and Change.
[7]  Johnson, L. (2008) Exerting Influence without Authority, Harvard Business Review.
[8]  Hill, L. (1994) Exercising Influence. Harvard Business School, Case Studies Collection and Background Note 494-080.
[9]  Buheji, M. and Thomas, B. (2016) Handbook of Inspiration Economy, Bookboon.
[10]  Buheji, M. and Ahmed, D. (2017) Breaking the Shield: Introduction to Inspiration Engineering: Philosophy, Practices and Success Stories. Archway Publishing, USA.
[11]  Mathieu, J.E., Heffner, T.S., Goodwin, G.F., Salas, E. and Cannon-Bowers, J.A. (2000) The Influence of Shared Mental Models on Team Process and Performance. Journal of Applied Psychology, 85, 273-283.
[12]  Cialdini, R. (1984) Influence: The Psychology of Persuasion. HarperCollins, New York.
[13]  Cialdini, R. (2000) Influence: Science and Practice: United States Edition. 4th Edition, Pearson.
[14]  Larson, E. and Larson, R. (2006) Influencing without Authority: Rev up Your Internal Consulting Skills. PMI Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.
[15]  Stakeholder Management (2016) Influence without Authority. Project Knowledge Index.
[16]  Yukl, G. and Falbe, M. (1990) Influence Tactics and Objectives in Upward, Downward, and Lateral Influence Attempts. Journal of Applied Psychology, 75, 132-140.
[17]  Porter, L., Angle, H. and Allen, R. (2015) Organizational Influence Processes. 2nd edition, Routledge, London.
[18]  Trzcielinski, S. (2015) The Influence of Knowledge Based Economy on Agility of Enterprise. Procedia Manufacturing, 3, 6615-6623.
[19]  Tescula, T. and Ruckm, C. (2000) Influencing without Authority. Chicago Annual Meeting, Society of Actuaries, 15-18 October, Record of the Society of Actuaries, Volume 26.
[20]  Westwood, F. (2001) Influencing without Power. British Journal of Pre-Operative Nursing, 1, 499-502.
[21]  van Lier, L. (1996) Interaction in the Language Curriculum: Awareness, Autonomy and Authenticity (Applied Linguistics and Language Study Series). Longman, London.


comments powered by Disqus