Applying Influence Strategies Review the six influence strategies (See attachment). Analyze each of these strategies and apply each to a situation you have personally experienced in the workplace. What was the outcome of this strategy? Assess the effectiveness of the strategy and predict the outcome if a different strategy had been used. Minimum 300-500 words, with APA formatted in-text citations and accompanying, congruent APA formatted references. Six Influence Strategies 1. Education and communication: This strategy involves using education and communication to help others develop an understanding of the change initiative, what is required of them, and why it is important. Often people need to see the need for and the logic of the change. Change leaders may fail to adequately communicate their message through the organization because they are under significant time pressure and the rationale \"is so obvious\" to them they don't understand why others don't get it. 2. Participation and involvement: Getting others involved can bring new energy and ideas and cause people to believe they can be part of the change. This strategy works best when the change agent has time and needs voluntary compliance and active support to bring about the change. Participation fits with many of the norms of today's flattened organizations, but some managers often feel that it just slows everything down, compromising what needs to be done quickly. 3. Facilitation and support: Here change agents provide access to guidance and other forms of support to aid in adaptation to change. This strategy works best when the issues are related to anxiety and fear of change, or where there are concerns over insufficient access to needed resources. 4. Negotiation and agreement: At times, change leaders can make explicit deals with individuals and groups affected by the change. This strategy can help deal with contexts where the resistance is organized, \"what's in it for me\" is unclear, and power is at play. The problem with this strategy is that it may lead to compliance rather than wholehearted support of the change. 5. Manipulation and co-optation: While managers don't like to admit to applying this tactic, covert attempts to influence others are very common. Engaging those who are neutral or opposed to the change in discussions and engaging in ingratiating behavior will sometimes alter perspectives and cause resistors to change their position on the change. However, trust levels will drop and resistance will increase if people believe they are being manipulated in ways not consistent with their best interests. 6. Explicit and implicit coercion: With this strategy, as with the previous one, there is a negative image associated with it. Nevertheless, managers often have the legitimate right and responsibility to insist that changes be done. This strategy tends to be used when time is of the essence, compliant actions are not forthcoming, and change agents believe other options have been exhausted. Change leaders need to recognize the potential for residual negative feelings and consider how to manage these