1.

Coalition tactics
Description
Coalition tactics refer to a group of individuals or entities working together toward a common goal to
influence others. With coalition tactics, an agent enlists the aid or endorsement of other people to
influence a target to do what the agent wants. The influencer tries to build a case by bringing in the
unseen as allies to convince someone to think, feel, or do something.
Coalitions take advantage of peer pressure. It often happens that someone uses other people such as your
boss, clients, colleagues, or team members essentially to influence you. They try to "gang up" with
others to push you into doing something. The influencer might ask others to influence you directly.
However, he might also simply use other people's endorsement or opinions to sway your decision.
When and How to use it effectively?
Coalition tactics along with pressure and legitimating is among the least effective influencing tactics.
Coalition is more likely to result in resistance or compliance rather than in commitment. Most prior
studies have indicated that coalition tactics are seldom effective for influencing target commitment.
Coalition tactics (using group or peer support) were not significantly related to outcome success in the
incident studies. For instance in self-reported use of coalitions in upward influence was part of the profile
for managers who received the lowest performance ratings. The onljr positive relationship for a coalition
tactic (gaining the support of several peers) was found in the study of lateral influence, incidents by Keys
and colleagues (1987).
How to build a successful coalition?
Building a successful coalition involves a series of steps. The early steps center on the recognition of
compatible interests. Sometimes this happens naturally. Other times potential coalition members must be
persuaded that forming a coalition would be to their benefit. To do this one needs to demonstrate
(i) that your goals are similar and compatible.
(ii) that working together will enhance both groups' abilities to reach their goals, and
(iii) that the benefits of coalescing will be greater than the costs.
This third point can be demonstrated in either of two ways: incentives can be offered to make the benefits
of joining the coalition high, or sanctions can be threatened, making the costs of not joining even higher.
For example, the United States offered a variety of financial aid and political benefits to countries that
joined its coalition against Iraq in 2003; it also threatened negative repercussions for those who failed to
join, and much worse for those who sided with Saddam Hussein. Another method that can make joining
the coalition appealing is to eliminate alternatives to the coalition. Once most of one's allies or associates
have joined a coalition, it is awkward...perhaps dangerous not to join oneself. Although people and
organizations often prefer non-action to making a risky decision, if they find themselves choosing
between getting on board a growing coalition or being left behind, getting on board is often more
attractive.
Lastly, coalition builders may use precedence as a means of social influence. For example, in making
decisions, people (or countries) generally want to remain consistent with prior commitments. That means
that nations can pressure their allies to act with them in new endeavors. Failing to do so, it can be argued,
would hurt their "long-standing alliance." This strategy is not always successful, especially if the selfinterest of the other group seems to be harmed by the proposed action. (France, for instance, was not

willing to join the U.S. coalition against Iraq in 2003, despite a long-term alliance between France and the
U.S.)
Examples when someone used it effectively
A well-known psychology experiment draws upon this tactic. The experimenters stare at the top of a
building in the middle of a busy street. Within moments, people who were walking by in a hurry stop and
also look at the top of the building, trying to figure out what the others are looking at. When the
experimenters leave, the pattern continues, often for hours. This tactic is also extremely popular among
advertisers and businesses that use client lists to promote their goods and services. The fact that a client
bought from the company is a silent testimonial.
Common examples of coalitions within organizations are unions that may threaten to strike if their
demands are not met.

http://www.mindtools.com/pages/article/eleven-influencers.htm
http://www2.uhv.edu/stringerd/mgmt6354/PPT/Dubrin7eCh08..pdf
http://eprints.qut.edu.au/52770/1/Susan_Sampson_Thesis.pdf

http://agilevietnam.com/2013/01/04/common-influence-tactics/
http://www.communicationcache.com/uploads/1/0/8/8/10887248/consequences_for_
managers_of_using_single_influence_tactics_and_combinations_of_tactics.pdf
http://www.beyondintractability.org/essay/coalition-building