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Chapter 5Chapter 5Power and PoliticsPower and Politics

In SchoolsIn Schools

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Authority and PowerAuthority and Power

Authority is power•Power is the ability to get others to do what you want.•Authority is legitimate power.

Legitimate power is more likely to promote commitment and compliance, whereas illegitimate power produces conflict.

Authority has THREE (3) properties:•Willing compliance to directives•Suspension of own decision-making criteria•Legitimacy-power is legitimated by the norms of the group

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Sources of Power(French and Raven, 1968)

1. Reward PowerAdministrators reward desirable behavior. The rewards may be either explicit or implicit

2. Coercive Power Administrators punish undesirable behavior.3. Legitimate Power

Administrators have power of the organization.4. Referent Power Administrators get power from influence behaviour

based on subordinates’ liking and identification5. Expert Power Administrators get power from expertise, specialized

knowledge, and skill

Power

Authority

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Probable Responses to Power

Types of Power Commitment Simple Compliance Resistance

Referent XXX XX X

Expert XXX XX X

Legitimate XX XXX X

Reward XX XXX X

Coercive X XX XXX

XXX=most likely XX=less likely X=least likely

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Power vs. EmpowermentPower vs. Empowerment

Power often constrains the activities of subordinates whereas

Empowerment typically enhances the power of subordinates as well as superiors.

Empowerment is the process by which administrators share power and help others use it in constructive ways to make decisions affecting themselves and their work (Schermerhorn, Hunt, and Osborn, 1994).

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A Critical View of PowerA Critical View of Power

Power blurs the distinction between rationality and rationalization;Rationality is the application of evidence and reason to make decision.Rationalization is an attempt to make a decision appear rational.

•Power has a way of defining reality--superiors define what counts.•Principals spin the truth to defend their decisions.•Power trumps knowledge because rationalization masquerades as truth.•Truth is the first casualty in a power conflict.•Power corrupts reality.

Key Question: Does emphasis on democratic participation in schools make us more vulnerable to manipulation? Why or why not?

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Politics is individual or group behavior that is informal, typically divisive (causing people to be split into groups that disagree with each others), and above all illegitimate because decisions are made in the best interests of individuals or groups rather than the best interests of the organization (Mintzberg, 1983).

Coalitions are groups of individuals who bargain in an effort to get resources distributed in their favor.

PoliticsPolitics

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Consequences of External Coalitions:

A dominated external coalitions weakens internal coalitions.

A divided external coalition politicizes internal coalitions.

A passive external coalitions strengthens internal coalitions, often at the level of central administration.

External CoalitionsExternal Coalitions

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Power GamePower Game

Organizational Members Have Three ChoicesOrganizational Members Have Three Choices

1. Leave the organization-----Exit

2. Stay and be a player--------Voice

3. Stay and be a soldier------- Be Loyal

Most members either stay and play or become loyal “soldiers.”

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Political TacticsPolitical Tactics

Political Tactic Purpose

1. Ingratiating Gain favors by doing favors

2. Networking Influential Gain influence by courting

3. Managing Information Manipulate information to your advantage

4. Managing Impressions Create a positive imagine by appearance

5. Coalition Building Band together with others to achieve goals

6. Scape-goating Shift the blame to others for bad outcomes

7. Increasing Indispensability Make yourself indispensable

8. Spinning the Truth Put the best face on the facts

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Political Political GamesGames

Political games are played:

To sustain power To maintain powerTo enhance power.

Goals of Political Games:

To resist authorityTo counter resistance to authorityTo build a power baseTo defeat opponentsTo change the organization

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Conflict Management

There is no one best way to manage There is no one best way to manage conflict; “it depends” on the situation.conflict; “it depends” on the situation.

Match the appropriate “conflict Match the appropriate “conflict resolution style” with the situation.resolution style” with the situation.

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Conflict Management Styles: A Contingency Approach

(Thomas, 1976)

Competing Collaborating

Compromising

Avoiding Accommodating

Assertive (expressing opinions or desires strongly)

Unassertive

Attempting to Satisfy Organizational Needs

Attempting to Satisfy The Needs of Individual

Uncooperative Cooperative

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Matching Conflict Management Style with the Situation

Management StyleCompeting

Collaborating

Compromising

Avoiding

Accommodating

SituationWhen quick, decisive actions are necessary-e. g. emergencies

When both sets of goal so important that compromise is inadequate-- “Win, Win”Both sides must Win.

When the objectives are important but not worth the potential disruption.

To let the situation cool down, when more information is essential, when the problem is merely a symptom.

When you have made a mistake, to build good will, when harmony is important.

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Describe the people in your school who have power. What is the source of their power? Who are the individuals who have informal power? Why do they have such power? How do the power holders relate to each other?