DISHANS NOTES (12 ANGRY MEN )

12 ANGRY MEN:
A CASE STUDY IN LEADERSHIP AND SOCIAL INFLUENCE
12 Angry Men, is a dramatic case study in social influence and group decision-making processes. While
watching this film, pay particular attention to central charactersthe Foreman (Martin Balsam), the
Message Service Owner (Lee. J. Cobb), the Stock Broker (E. G. Marshall), the Old Man (Joseph
Sweeney), and the Architect (Henry Fonda).
Look for the various tactics of influence used (effective and ineffective) by jury members, including some of
the following:

Use or leveraging unique bases of power (formal authority, expertise, rewards/sanctions, )

Forming alliances and coalitions (verses Divide and Conquer)

Currencies of social exchange that serve to consolidate relationships (look beyond exchange
of tangible things to exchanges of recognition, understanding, gratitude, support, and such)

Use of public and private votes

Use of vivid examples and value-laden rhetoric

Playing on peoples fears

Consider distinct roles played by jury members, and the functions these roles serve. What potential do
individuals in each of these roles have to really contribute to the effectiveness of the jury?

DISHANS NOTES (12 ANGRY MEN )

Twelve Angry Men

Seating Diagram

#1
#1Foreman
Foreman
Assistant
AssistantCoach
Coach
Martin
MartinBalsam
Balsam
#12
#12 Ad
AdMan
Man
Robert
RobertWebber
Webber

#2
#2 Bank
BankTeller
Teller
John
JohnFiedler
Fiedler

#11
#11 Watchmaker
Watchmaker
George
GeorgeVoscovic
Voscovic

#3
#3 Messenger
Messenger
Service
ServiceOwner
Owner
Lee
LeeJ.J.Cobb
Cobb

#10
#10 Garage
GarageOwner
Owner
Man
Manwith
withCold
Cold
Ed
EdBegley
Begley

#4
#4 Stock
StockBroker
Broker
E.G.
E.G.Marshall
Marshall

#9
#9 Old
OldMan
Man
Joseph
JosephSweeney
Sweeney

#5
#5 Man
Manfrom
fromSlums
Slums
Jack
Klugman
Jack Klugman

#8
#8 Architect
Architect
Henry
HenryFonda
Fonda

#6
#6 House
HousePainter
Painter
Edward
Binns
Edward Binns
#7
#7 Salesman/
Salesman/
Baseball
BaseballFan
Fan
Jack
JackWarden
Warden

DISHANS NOTES (12 ANGRY MEN )

TWELVE ANGRY MEN DISCUSSION.

Quick summary of Players and Roles:
Foreman .................................................. Leader in Title only
Teller ....................................................... Little man who wants to be a big man
Message Service Owner ......................... EMOTION and PARADOX
Stock Broker ............................................ RATIONALITY
Man from Slums ...................................... Silent person with knowledge.
House Painter .......................................... Everyday Man
Salesman ................................................ Fool
Architect .................................................. Moral Leader/Integrity
Old Man ................................................... Expert
Garage Owner ......................................... PREJUDICE
Watch Maker ........................................... Diversity
Ad Man .................................................... Fool
THREE ITEMS FOR YOUR AGENDA:
1) Sources of power and influence.
2) Effective/Ineffective influence-mobilizing tactics.
3) Leaders as Advocates
SOURCES OF POWER AND INFLUENCE

ARCHITECT: Hero. Personification of integrity, human decency, maturity, and many other things.
Hes not perfect, and not omniscient, and we are encouraged to put ourselves in his feethow would
we have behaved if in his shoes?
o Sources of power? Personal rather than positional power. Referent power, and social
reward/punish power. Charisma important here.

Note his ability to use reciprocity in building coalitions (accepting candy from the
Teller; patting the old man on the shoulder, listening to the baseball fan)

DISHANS NOTES (12 ANGRY MEN )

o Note: All jury members have position power as any one can create a hung jury. In
practical terms, however, none are really ready to claim this power to the very end.

FOREMAN: Leader in title only. He controls the agenda to some degree, but he is ineffective in his
role. (INSIGHT: FORMAL TITLE DOESNT GIVE YOU POWER IF YOU DONT KNOW HOW TO
MAKE IT WORK)
o Sources of power? Position power primarily, but he is weak in his use of it.

MESSAGE SERVICE OWNER: (Emotions). This is the person full of contradictions, who says denies
having any vested interest, but behaves very differently. (INSIGHT: WE ALL HAVE
EMOTIONS/FEELINGS INSIDE OF US OF WHICH WE ARE UNAWARE, AND THEY INFLUENCE
OUR BEHAVIOR ONLY ONCE WE RECOGNIZE THEM CAN WE DEAL WITH THEM).
o Sources of power? Physical size and presence. Some charisma. Full engagement in the
discussion. Awareness of the decision process and willingness to use it.

STOCK BROKER: (Reason). This person is presented as the un-emotional information processor.
Most viewers have respect for him even though they dont agree with the position he takes.
o Sources of power? Force of rational persuasion. His integrity in commitment to the facts
makes him respected.

GARAGE OWNER: (Prejudice and Closed-Mindedness). Quite clearly this person is included to
personify antisocial sentiments that are prevalent in society whether or not wed like to admit it.
o Source of power? Forceful languageDont you know rhetoric forces people to follow
you or admit they dont know. Playing on peoples fears of the unknownwhat will
happen if people like them get away
o Note: Ability to highlight ambiguity/risk/uncertainty, and to play on peoples fears a definite
source of power!!!

QUESTION: As you follow the flow of the film, which person do you think is least likely to be open to
influenceEMOTIONS man, PREJUDICED man, OR REASONING man?

THE LITTLE PEOPLE: There are perhaps four individuals that stand alone as influential little people.
o
o
o
o
o

Bank Teller
Old Man
House Painter
Man From Slums
Watchmaker

o Sources of power? Each has a different form of expertise/expert power (with the possible
exception of the Bank Teller), and each is reasonably effective in mobilizing it for effect.
o NOTE: The real power of these parties comes from their mobilization as a coalition.
These are the first parties to align themselves with the Architect. None individually makes
a real difference, but their effect collectively is considerable.

DISHANS NOTES (12 ANGRY MEN )

THE FOOLSTwo parties fit the role of fool in one way or another. They insert humor into the play
at strategic points, and while they have limited bases of power, they are each influential in some ways.
The Ad Man is a key player who supports the initial move of the Architect. The Salesmans change of
vote marks a key point of momentum change in the play.
o Salesman
o The Ad Man

KEY OBSERVATIONS:
1) The diversity of power/influence sources
2) The importance of coalitions.

EFFECTIVE/INEFFECTIVE MOBILIZING OF POWER AND INFLUENCE

o I find it useful to highlight evidence of ineffective as well as effective influence use.
o Ive developed a 5-P framework that seems to summarize quite a bit.
Two types of potent but damaging forms of power use:
Pushing (Being Forceful)
o Message Service Ownerdomineering, assumes a lot.
o Garage Ownervery assumptive and belittling (dont be such a kid; dont you know saying
something loud and long can make it appear to be of greater consequence.)
ParanoiaPlaying on Peoples Fears
o Painter Im not so good at supposing but what happens if we let a guilty man go free???
o Garage Owner Dont you know.
Three influence tactics that have more constructive effects:
Partnering: Building Coalitions How do coalitions form?
o Seating Plan (message-service owner and stock broker; Old man and architect; potential for
eye contact between watch maker and architect)
o Characteristics (ethnicityman from slums and watch maker)
o Ideological Agreement (Messenger Service Owner and Stock Broker)
o IMPORTANT POINTTHE ARCHITECT REALLY MAKES PROGRESS THROUGH
COALITION BUILDING.

DISHANS NOTES (12 ANGRY MEN )

Processes: Reciprocity (Social Basis of Referent Power!!!)

o Formal Processesmanaging agendas, and working the system.
o Informal Processessocial exchange and reciprocity.
o Relationship-Centered (acceptance, inclusion, support, understanding).
o Person-Centered (building up others self-esteem, gratitude, shared credit and
ownership)
o Direction-Centered (vision, being involved in something large/significant.)
P (Momentum) [p is the term for momentum in physics]:
o Architect effectively consolidates gains (I want to call for another vote) and pushes onward
when movement has been substantial (tells the message service owner youre all alone).
LEADERS/MANAGERS AS ADVOCATES:
o Have clear and realistic objectives and priorities
o Understand the political landscape
o Build linkages to key stakeholders
o Use Reason, Relationships, and Reciprocity
before Retribution.
WHATS IMPORTANT:

Were discussing power early to emphasize the fact that leadership and management is about
influence. It doesnt matter whether were talking about motivation or organizational culture,
leaders have impact through the influence tactics they employ.

We need to emphasize the fact that sources of influence are many, and that you dont have to be
in a position of formal authority in order to be able to have an impact. Organizations function best
when employees at all levels become involved in the political life of the organization.

The use of lateral influence is much more powerful than vertical strategies. Let Allies do the talking
for you its more credible (power of 3 to be discussed in class)

Hone and built your first follower very very important this person will transform a lone nut into a
leader!