Transcript 3360-13.ppt
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