Organizations may need to exert influence in situations where they lack the formal authority that would make such influence straightforward. The authors provide a three-stage framework by which an organization can explore and develop its power-and-influence options: power assessment, power development, and the development of influence strategies. This framework, based on the social psychology, organizational behavior, and sociology literature, will help an organization capitalize on the power it has, develop additional power bases if necessary, and recognize opportunities to influence that might otherwise have gone unnoticed.