Download Domains of Political Activity

Conflict, Power and Politics
A Process Framework of Organizational Power, Politics and
Collaboration
Antecedent
Conditions
Rational
Model
Goal
Incompatibility
Differentiation
Task
Interdependence
Limited
Resources
- Gather Data
- Reach Agreement
Tactics for Increasing
Power Base
Political
Model
Political Tactics for
Using Power
Tactics for Enhancing
Collaboration
Sources of Conflict and Use of Rational
vs. Political Model
Sources of
Potential
Inter-group
Conflict
When Conflict Is
Low,
Rational Model
describes
organization
Consistent across
participants
Goal
Incompatibility
Centralized
Organization
Variables
Goals
Power and
Control
Differentiation
Task
Interdependence
Limited
Resources
Orderly, logical,
rational
Norm of efficiency
Decision
Process
Rules and
Norms
Extensive,
Information
systematic, accurate
When Conflict Is
High,
Political Model
describes
organization
Inconsistent, pluralistic
within the organization
Decentralized, shifting
coalitions and interest
groups
Disorderly, result of
bargaining and interplay
among interests
Free play of market forces,
conflict is legitimate and
expected
Ambiguous, information used
and withheld strategically
Sources of
Individual Power:
Model of Power, Politics & Influence
-French & Raven
Tactics for
Enhancing
Collaboration
Sources of
Organizational Power:
Vertical
-Top management
Power
Base
Influence
-Middle management
-Lower level
Horizontal
-Dept vs. Dept.
Tactics for
Increasing
Power Base
Political Tactics
for Using Power
Individual Power
(French & Raven)
• Legitimate Power
• power derived from a
person’s position or
job in an organization
• i.e. technically not
individual but
organizational power
• supervisors, teachers,
police officers
Individual Power
• Reward Power
• power derived from
the ability to provide
positive outcomes
• supervisors:
pay, promotion
• peers and
subordinates:
praise, flattery
Individual Power
• Coercive Power
• power derived from
the use of punishment
or threat
• supervisors:
dock pay, ‘exile’
transfers
• peers:
ignore, shun
Individual Power
• Referent Power
• power derived from
being well-liked by
others
• followers identify with
power-holder
• charismatic leadership
Individual Power
• Expert power
• power derived from
having special
information or
expertise that is valued
by an organization
• so you’re a rocket
scientist...
Organizational Power
results from structure, rather than individual characteristics
• Vertical power:
sources of power
accessed by an
individual according
to his/her position in
the hierarchy
• Also legitimate or
formal power
• Horizontal power:
sources of power
accessed by otherwise
equal departments or
subunits according to
their ability to address
strategic issues for the
organization
Sources of Vertical Power
• Formal Position
• Allocation of
Resources
• Control of Decision
Premises and
Information
• Network Centrality
Strategic Contingencies That Influence
Horizontal Power Among Departments
Dependency
Financial Resources
Centrality
Nonsubstitutability
Coping with Uncertainty
Department Power
Domains of Political Activity
1. Structural change
2. Management
succession
3. Resource
allocation
Tactics for Increasing Your
Power Base
1. Enter areas of high
uncertainty
2. Create dependencies
3. Provide scarce
resources
4. Satisfy strategic
contingencies
Political Tactics for Using Power
1.
2.
3.
4.
5.
Build coalitions &
expand networks
Assign loyal people to
key positions
Control decision
premises
Enhance legitimacy &
expertise
Make a Direct Appeal
Tactics for Enhancing Collaboration
1.
2.
3.
4.
5.
Create integration
devices
Use confrontation &
negotiation
Schedule intergroup
consultation
Practice member rotation
Create shared mission &
superordinate goals