Abstract
This study moves beyond traditional approaches to public administration and public policy decision making to consider how interpersonal influence tactics affect policy decisions in group decision‐making settings. Decision makers reported their own use of interpersonal influence tactics to achieve policy objectives, as well as those used against them. Responses were compared to individual decisions made over the course of policy‐formulation meetings. The results indicate that the most popular techniques were inspirational appeals and rational persuasion. The most effective techniques for influencing participants varied according to the type of decision to be made: During the visioning process, coalition tactics and inspirational appeals proved most effective; for more concrete decisions about current issues, rational persuasion, inspirational appeals, and consultation influenced decisions.
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