power, politics, inlfuence

1) POWER

In physical terms, power is the ability to produce change.

In organizations, power is the ability to produce change by mobilizing people to take action.

1) POWER

"Power is the basic energy needed to initiate and sustain action or, . . . the capacity to translate intention into reality and sustain it.“

John Gardner

1) POWER

It involves the use of “stored influence” by which events, actions and behaviors can be affected.

2) POLITICSThe study of who gets what, when and how.

Harold Lasswell's (1936)

3) INFLUENCE

Using reciprocity and exchange to get what you need.

Cohen-Bradford Influence Model, 2005

Significant Power Sources-Position – criticality, relevance,

visibility, flexibilityResourcesInformationExpertisePerformancePersonal attractiveness

Paradoxes of Power

1. People think that power is a rampant and negative force in organizations,

yet powerlessness is more pervasive and threatening to organizational well-being.

Paradoxes of Power

2. Excessive use of power can actually reduce one’s ability to influence.

Paradoxes of Power

3. Frequent use of power and influence changes the power holder’s self-perception, and

his perception of the person being influenced.

Paradoxes of Power

4. The more one shares power, the more one gains. Leadership creates power enhancement, not power dilution.

Bradford and Cohen.

POWER and POLITICSPower involves the employment of stored influence by which events, actions and behaviors are affected.

Harold Lasswell's (1936)

POWER and POLITICSPower involves the employment of stored influence by which events, actions and behaviors are affected.

Politics is the exercise of power and influence to get something done, as well as to enhance and protect the vested interests of individuals or groups.

Harold Lasswell's (1936)

The Political Framework in Organizations

Organizational CoalitionsEnduring DifferencesCritical DecisionsOrganizational ConflictBargaining and Negotiating

Organizational Politics

organizational politics are the activities managers engage in to increase their power and use it to achieve their goals.

Organizational Politics

The use of power, with power viewed as a source of potential energy to manage relationships.

Organizational Politics

Politics can be negative, but also is a positive force allowing needed change.

Everyone in the organization engages in politics

Political activity allows a leader to gain support for an idea.

Organizational Politics

Political strategies: specific tactics used to increase power and use it effectively.

The Influence Model

Using Reciprocity and Exchange to get what you want.

Currencies (what is valued): The ally’s and Yours.

Reciprocity and Exchange

Trading what you have that the other person desires in exchange for what you need to.

(Or withholding something the other values—or giving them something they don’t want—if you don’t get something you need.)

Bradford-Cohen Model of Influence without Authority

Currencies (what is valued):

Inspiration -relatedTask-relatedPosition-relatedRelationship-relatedPersonal-related

Currencies (what is valued): Inspiration –related

- Vision- Excellence- Moral/Ethical correctness

Currencies (what is valued): Task-related

--New Resources--Challenge/Learning--Assistance--Organizational support--Rapid Response--Information

Currencies (what is valued): Position-related

--Recognition--Visibility--Reputation--Insiderness/Importance--Contacts

Currencies (what is valued): Relationship-related

--Acceptance/Inclusion--Understanding--Personal Support

Currencies (what is valued): Personal-related

--Gratitude--Ownership/involvement--Self-concept--Comfort

Influence Strategies and Tactics

Framing/ReframingInterpersonal Influence TacticsTiming TacticsEmpowerment TacticsStructural Tactics

Influence Strategies and Tactics

Logical Persuasion TacticsOrganizational Mapping TacticsImpact Leadership TacticsVisioning TacticsInformation and Analysis TacticsCoercive Tactics

Why?

TIME CONSTRAINT

Why?

ATTENTION SPAN

* Have a CLEAR-CUT OBJECTIVE

*Go & Know the RIGHT PERSON

*Decide on the RIGHT APPROACH.

The HOOK

The CLOSINGACTION REACTION