1. COMM 3170: Introduction to Organizational Communication Summer 2005 Dan Lair d.lair@utah.edu

2. Questions from Chapter 10

3. Discussion: Lay Theories of Power What is power? What is power? Who has power? Who has power? How does power work? How does power work? What are the limits of power? What are the limits of power? Is there a difference between power and coercion? Is there a difference between power and coercion? What makes power legitimate? What makes power legitimate?

4. Two Perspectives on Power (see Clegg, 1989) “Sovereign” View Hobbes’ Leviathan Hobbes’ Leviathan “Legislating” what power “is” “Legislating” what power “is” Focus on order Focus on order Power as relatively stable Power as relatively stable Power as episodic Power as episodic “Strategic” View Machiavelli’s Prince Machiavelli’s Prince “Interpreting” what power “does” “Interpreting” what power “does” Focus on outcomes Focus on outcomes Power is in constant flux Power is in constant flux Power as dispositional Power as dispositional

5. Weber’s Types of Authority Traditional Authority Traditional Authority Charismatic Authority Charismatic Authority Legal-Rational Authority Legal-Rational Authority

6. Lukes’ “Three Dimensions” of Power First Dimension: overt conflict First Dimension: overt conflict A makes B do something B would not have otherwise done. A makes B do something B would not have otherwise done. Second Dimension: covert conflict Second Dimension: covert conflict B disagrees with A, but chooses not to challenge A. B disagrees with A, but chooses not to challenge A. Third Dimension: potential/latent conflict Third Dimension: potential/latent conflict B’s interests are defined in a way that coincides with A’s, despite the fact that such interests go against B’s “real” interests B’s interests are defined in a way that coincides with A’s, despite the fact that such interests go against B’s “real” interests

7. “Postmodern” Views of Power Hegemony (Gramsci) Hegemony (Gramsci) Power and Subjectivity (Foucault) Power and Subjectivity (Foucault) Articulation (Laclau and Mouffe) Articulation (Laclau and Mouffe)

8. Specific Communication Strategies for the Exercise of Power Setting an agenda Setting an agenda Determining who has voice in a discussion Determining who has voice in a discussion Defining terms so as to exclude certain ideas Defining terms so as to exclude certain ideas Exploiting ambiguity Exploiting ambiguity Playing on fear Playing on fear Declaring consensus prematurely Declaring consensus prematurely Shaping the very premises upon which an issue or a discussion is based (ongoing) Shaping the very premises upon which an issue or a discussion is based (ongoing) The concepts of “discursive closure” (Deetz, 1992) and “hegemony” (Gramsci, 1971) The concepts of “discursive closure” (Deetz, 1992) and “hegemony” (Gramsci, 1971)

9. Systems of Organizational Control Simple, such as the Mom & Pop Shop Simple, such as the Mom & Pop Shop Technical, such as the assembly line Technical, such as the assembly line Bureaucratic, such as in many large organizations Bureaucratic, such as in many large organizations “Concertive,” such as with team-based “flat” structures “Concertive,” such as with team-based “flat” structures --Tompkins & Cheney (1985); Bullis & Tompkins (1989); Barker (1999)