The capacity or power of persons or things to be a compelling force on or produce effects on the actions, behavior, opinions etc., of others.
The action or process of producing effects on the actions, behaviors, opinions etc of another. In Process of influencing it’s important to identify the forces that affect human behavior to place them into a coherent and workable model that can be used to organize our thinking, select a full set of influence strategies, combine them into a powerful plan and eventually make change inevitable.

Motivation and ability consist of the first two domains of influencing model and can be sub-divided into personal, social and structural sources.

At personal level, influence masters work on connecting vital behaviors to intrinsic motives and coaching for specifics of each behavior through deliberate practice.

At the group level folks drawn on the enormous power of social influence to both motivate and enable the target behaviors. At the structural level they attach appropriate reward structures to motivate people to pick up the vital behaviors. We can display these six sources of influence in following model:

At the structural level they attach appropriate reward structures to motivate people to pick up the vital behaviors. We can display these six sources of influence in following model:

Influences know exactly which forces to bring into over determine their chances of success.

Source 1: personal Motivation: To see how to accomplish all of this transcending and transforming, we must first understand where our likes and dislikes come from. If you don’t deal with personal motivation, your influence plan will fail.

Source 2: Personal Ability: when leaders and training designers combine too much motivation with too few opportunities to improve ability, they don’t produce change: they create resentments and depression. Influence masters take the opposite tack. They overinvest in strategies that help increase ability. They avoid trying to solve ability problems with stronger motivational techniques. To enhance your personal ability you need training.

Source 3: Social Motivation: when seeking influence tools that have an impact on profound and persistent problems, no source is more powerful and accessible than the persuasion of the people who make up our social networks. The ridicule and praise, acceptance and rejection, approval and disapproval of our fellow beings can do more to assist or destroy our change efforts than almost any other source.

Source 4: Social Ability: people in a community will have to assist each other if they hope to succeed. When it comes to an outbreak, nobody can make it to on his or her own. Some change efforts are profound that they require the help of everyone involved to enable people to make the change.

Source 5: Structural Motivation: when you look at the extrinsic motivators you’re using to encourage or discourage behaviors, take care to adhere to a few helpful principles. First rely on personal and social motivators as your first line of attack. Let the value of the behavior itself , along with social motivators , carry the bulk of the motivational load.

Source 6: when it comes to influencing we have looked at two sources : improving personal mastery through deliberate practice and gaining assistance from others by building social capital. For our third and final source for increasing our ability, we move away from human influence altogether to examine how non-human forces the world of buildings , space, sound, sight can brought to bear in an influence strategy. We just don’t think about things as our first line of influence. These things can far easier to change than people , and that these things can then have a permanent impact on how people behave.