Conflict, Power and Politics

A Process Framework of Organizational Power, Politics and Collaboration - Gather Data - Reach Agreement Rational Model Antecedent Conditions Goal Incompatibility Differentiation Task Interdependence Limited Resources 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 Consistent across participants Centralized Orderly, logical, rational Norm of efficiency Extensive, systematic, accurate When Conflict Is Low, Rational 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 High, Political Model Goals Power and Control Decision Process Rules and Norms Information Organization Variables Sources of Potential Inter-group Conflict Goal Incompatibility Differentiation Task Interdependence Limited Resources

Sources of Individual Power: -French & Raven Sources of Organizational Power: Vertical Top management Middle management Lower level Horizontal -Dept vs. Dept. Model of Power, Politics & Influence Tactics for Enhancing Collaboration Power Base Influence 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... Passed MGT3360

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

Coping with Uncertainty Strategic Contingencies That Influence Horizontal Power Among Departments Dependency Financial Resources Centrality Department Power Nonsubstitutability Coping with Uncertainty

Domains of Political Activity Structural change Management succession Resource allocation

Tactics for Increasing Your Power Base Enter areas of high uncertainty Create dependencies Provide scarce resources Satisfy strategic contingencies

Political Tactics for Using Power Build coalitions Expand networks Control decision premises Enhance legitimacy & expertise Make a Direct Appeal

Tactics for Enhancing Collaboration Create integration devices Use confrontation & negotiation Schedule intergroup consultation Practice member rotation Create shared mission & superordinate goals