conflict, power and politics. a process framework of organizational power, politics and...
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Conflict, Power and PoliticsConflict, Power and Politics
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A Process Framework of Organizational Power, Politics and Collaboration
Antecedent Conditions
Goal Incompatibility
Differentiation
Task Interdependence
Limited Resources
Rational Model
Political Model
- Gather Data
- Reach Agreement
Tactics for Increasing Power Base
Political Tactics for Using Power
Tactics for Enhancing Collaboration
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Sources of Conflict and Use of Rational vs. Political Model
Sources of Potential
Inter-group Conflict
Goal Incompatibility
Differentiation
Task Interdependence
Limited Resources
Consistent acrossparticipants
Centralized
Orderly, logical,rational
Norm of efficiency
Extensive, systematic, accurate
When Conflict Is Low,
Rational Model describes
organization
Inconsistent, pluralisticwithin the organization
Decentralized, shiftingcoalitions and interestgroups
Disorderly, result of bargaining and interplayamong interests
Free play of market forces, conflict is legitimate and expected
Ambiguous, information usedand withheld strategically
When Conflict Is High,
Political Model describes
organization
Goals
Power andControl
DecisionProcess
Rules and Norms
Information
OrganizationVariables
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Sources of Individual Power:
-French & Raven
Sources of Organizational Power:
Vertical
-Top management
-Middle management
-Lower level
Horizontal
-Dept vs. Dept.
Power
Base
Model of Power, Politics & Influence
Influence
Tactics for Increasing Power Base
Tactics for Enhancing Collaboration
Political Tactics for Using Power
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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
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Individual Power
• Reward Power• power derived from
the ability to provide positive outcomes
• supervisors: pay, promotion
• peers and subordinates: praise, flattery
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Individual Power• Coercive Power• power derived from
the use of punishment or threat
• supervisors: dock pay, ‘exile’ transfers
• peers: ignore, shun
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Individual Power
• Referent Power• power derived from
being well-liked by others
• followers identify with power-holder
• charismatic leadership
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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
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Organizational Powerresults 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
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Sources of Vertical Power
• Formal Position• Allocation of
Resources• Control of Decision
Premises and Information
• Network Centrality
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Strategic Contingencies That Influence Horizontal Power Among Departments
Dependency
Financial Resources
Centrality
Nonsubstitutability
Coping with Uncertainty
Department Power
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Domains of Political Activity
1. Structural change
2. Management succession
3. Resource allocation
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Tactics for Increasing Your Power Base
1. Enter areas of high uncertainty
2. Create dependencies
3. Provide scarce resources
4. Satisfy strategic contingencies
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Political Tactics for Using Power
1. Build coalitions
2. Expand networks
3. Control decision premises
4. Enhance legitimacy & expertise
5. Make a Direct Appeal
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Tactics for Enhancing Collaboration
1. Create integration devices
2. Use confrontation & negotiation
3. Schedule intergroup consultation
4. Practice member rotation
5. Create shared mission & superordinate goals