Power and Influence

by John P. Kotter

To overcome this almost emotional resistance to his idea, the product manager devised and implemented the following plan. First, he got someone that the manufacturing manager respected highly to send that manager two market research studies that were very favorable to the new product, along with a note saying (something along the lines of) “Have you seen this? I found them rather surprising. I am not sure if I believe them, but still …” Then the product manager got a representative of one of the company’s biggest customers to mention casually to the plant manager in a phone conversation that he had heard a rumor about the new product idea and was “glad to see you guys on your toes as usual.” Next, he arranged for two industrial engineers to stand near the manufacturing manager prior to a meeting and talk about the favorable test results on the product. Then the product manager set up a meeting to talk about the product, and invited only people he was sure the plant manager liked (or respected) and who also felt favorably about the new product. A day after that meeting, he asked the manufacturing manager to sign off. And he did!