In their landmark 1959 report often referenced in leadership theory, social psychologists John R. P. French and Bertram Raven pinpointed five bases of power: Legitimate: when people perceive that your rank in a formal hierarchy—e.g., manager, CEO, or president—gives you the right to “prescribe” their behavior Reward: when people perceive your ability to distribute rewards for completed tasks or met goals Coercive: when people perceive your ability to distribute punishments and disincentives (the opposite of reward power) Expert: when people perceive your special knowledge or expertise, which causes them to defer to your expertise Referent: when people feel “oneness” with you or a desire to be like you, leading to their respect and admiration of you Referent power is considered the most potent because it doesn’t require that a leader micromanage, use coercion, or reward to influence others. People follow a leader with referent power based on who the leader is and how they behave. According to French and Raven, referent power has the broadest range of influence of any power, allowing it to be leveraged on a large scale.

Mutually-Assured Non-Complacency (MANC) Introducing MANC, a system that helps you achieve your goals. Plainly, MANC is a system that uses the people closest to you to assure that you don’t fall into status quo ruts. It’s Mutually-Assured Non-Complacency. How does it work? First, you define the new desired personal behavior (a.k.a. your goal). Then, you put in a system to achieve it (a.k.a. accountability system). This system gives your friends and family a role in your success. So you think you can MANC? The worksheet gives you the recipe. The videos give you the motivation to start today.

Method:Three participatory workshops were held with the independent Welsh residential decarbonisation advisory group(‘the Advisory Group’)to (1)maprelationships betweenactors, behavioursand influences onbehaviourwithin thehome retrofitsystem,(2)provide training in the Behaviour Change Wheel framework(3)use these to developpolicy recommendationsfor interventions. Recommendations were analysed usingthe COM-B (capability, opportunity, motivation) model of behaviourtoassesswhether they addressed these factors. Results:Twobehavioural systems mapswere produced,representing privately rented and owner-occupied housing tenures. The main causal pathways and feedback loops in each map are described.

Social networks provide a powerful approach for health behavior change. This article documents how social network interventions have been successfully utilized for a range of health behaviors including HIV risk practices, smoking, exercise, dieting, family planning, bullying, and mental health. We review the literature that suggests relationship between health behaviors and social network attributes demonstrate a high degree of specificity. The article then examines hypothesized social influence mechanisms including social norms, modeling, and social rewards and the factors of social identity and social rewards that can be employed to sustain social network interventions. Areas of future research avenues are highlighted, including the need to examine and analytically adjust for contamination and social diffusion, social influence versus differential affiliation, and network change. Use and integration of mhealth and face-to-face networks for promoting health behavior change are also critical research areas.

In general, “you’re 10 to 15 times as likely to buy something your friends bought because you have the same inherent preferences, and twice as likely because your friends influenced you,” Aral says. However, the level of peer influence varies by how connected the people are— fellow alumni exert more influence over one another than neighbors—and whether or not the message is personal.

Nudge + Networks

Digital Influence Mapping Project post