The Cohen-Bradford Model finds use for a variety of purpose, such as seeking help from someone outside one’s span of authority, ensuring that subordinates put their heart and soul into work, overcome any resistance or challenges to authority, establishing a new vendor, supplier or contractor relationship with a stranger and requiring instant support, and more.
In the corporate world, the concept finds application in many ways, mainly in give and takes. It may range from an employee covering up for a colleague who messed up the network by browsing dangerous sites, and in return, the colleague may cover up when the employee walks in late on another day.
One employee may help another in formatting a presentation, and the other may reciprocate by managing a difficult customer through his persuasive skills. The converse may also hold true. If, for instance, the human resource executive sticks to the rule book and refuses to accept the system administrator’s leave application just because he submitted two minutes late, causing him a loss of pay or leave, the human resource executive can expect the system administrator to give priority to fixing his computer above practicing for the choir six months down the lane.
Again, a software project may require the support or cooperation from people outside the project team. Support from the external broadband provider to resolve breakdown of Internet access real-time may require prompt payments. The project manager requiring the team member to work on weekends to meet the deadline, and understanding that he values position-related currencies might shower him with praise, and publish the initiative in the in-house newsletter.
When applied right, the influence model goes a long way to ensure the vitality of the product.