Understanding Power and Conflict in Organizations

Power

The capacity to influence others, not necessarily the act of doing so.

Asymmetrical dependence

One party relies on another for resources, creating a power dynamic.

Potential Influence

Power is the potential to change attitudes or behavior, even if not used.

Perception-Based

Others must believe someone has power for it to exist.

Dependence Model of Power

Power arises when one party (Person B) depends on another (Person A) for a resource.

Countervailing Power

The less powerful party still has some influence over the power holder.

Trust

A minimum level of trust is needed for power relationships to function.

Legitimate Power

Authority granted by organizational roles or informal norms.

Zone of Indifference

Limits on what employees consider reasonable requests.

Reward Power

Ability to control valuable rewards and remove negative sanctions.

Coercive Power

Ability to apply punishment.

Expert Power

Influence based on knowledge, skills, and problem-solving abilities.

Referent Power

Influence through identification, admiration, and respect.

Nonsubstitutability

Power increases when the resource provided is difficult to replace.

Centrality

The importance of a resource in the context of the organization.

Discretion

The freedom to make decisions regarding the use of power.

Visibility

The degree to which the power holder is recognized and acknowledged.

Gatekeepers

Individuals who control access to information, influencing decision-making.

Blind obedience

Compliance with authority figures without critical evaluation.

Peer pressure

The influence exerted by a peer group on its individual members.

Trend spotters

Individuals who influence organizations by identifying market shifts.

Charisma

A personal quality that gives an individual influence or authority over others.

Differentiation

Making a resource appear unique to increase its perceived value.

Resource Differentiation

Making a resource appear unique, such as consulting firms branding their services uniquely.

Personal Brand

A unique and valuable identity developed in the workplace.

Centrality

Power increases with the number of people dependent on the power holder.

Power Holder's Absence

The faster and more severely others are affected by a person's absence, the greater their power.

Visibility

Power is stronger when others recognize the power holder's expertise and role.

Strategies to Increase Visibility

Taking on high-profile projects, working in visible areas of the organization, and using public symbols like diplomas and uniforms.

Discretion

The more freedom a person has to make decisions, the more power they possess.

CEO Power

CEOs have significant power due to high visibility and centrality in decision-making.

Limitations of CEO Power

Discretion is restricted by the board of directors, shareholders, and corporate governance rules.

Independent Power

Power over oneself that leads to increased motivation, job satisfaction, and commitment.

Interdependent Power

Power over others that can create a sense of responsibility and mindfulness in decision-making.

Personal Power Focus

Self-serving behaviors and potential dysfunction.

Social Power Focus

Responsible leadership benefiting organizational outcomes.

Social Networks Importance

Employees advance not just by skills but through social networks.

Social Capital

Resources gained through networks, including trust, knowledge, and opportunities.

Strong Ties

Close relationships that provide immediate support but redundant information.

Weak Ties

Acquaintances that expand access to new opportunities and unique resources.

Many Ties

More connections lead to greater social capital and job opportunities.

Social Network Centrality

Power in networks influenced by betweenness, degree centrality, and closeness.

Structural Holes & Brokers

Individuals who connect different groups gain influence.

Women's Success Network (WSN)

A case study demonstrating the impact of structured networking efforts in organizations.

Challenges in Social Networks

Exclusion from networks can disadvantage individuals, such as gender disparities.

Power vs. Influence

Power is the potential to change attitudes and behavior; influence is power in motion.

Influence Tactics

Essential in organizations for coordination and leadership.

Silent Authority

Using legitimate power without explicit reference.

Assertiveness

Applying pressure, reminders, or threats.

Information Control

Manipulating access to information to influence behavior.

Coalition Formation

Grouping resources to increase influence.

Upward Appeal

Relying on higher authority for support.

Persuasion

Using logical arguments, evidence, and emotional appeal.

Impression Management

Shaping how others perceive you (includes ingratiation).

Exchange

Trading benefits or favors for compliance.

Resistance

Opposition to influence, either overtly or subtly.

Compliance

Following requests due to external pressure but without strong commitment.

Commitment

Internal motivation to follow requests, even without external pressure.

Organizational Politics

Involves the use of influence tactics for personal gain at the expense of others and the organization.

Positive Politics Perspective

Equates all influence activities with political tactics.

Negative Consequences of Organizational Politics

Leads to lower job satisfaction, commitment, and task performance.

Personalized Power Seekers

Engage more in politics.

Socialized Power Seekers

Focus on organizational goals.

Machiavellianism

Deceitful and manipulative for personal gain.

Narcissism

Exploits others for self-aggrandizement, lacks empathy.

Psychopathy

Impulsive, manipulative, lacks remorse.

Sufficient Resources

Reduces competition that fuels political tactics.

Clarify Resource Allocation Rules

Clear decision-making processes limit the need for political maneuvering.

Effective Organizational Change Practices

Transparency and involvement reduce political behaviors during change.

Eliminate Political Norms & Role Models

Promote ethical leadership and discourage self-serving behaviors.

Conflict

A natural occurrence in organizations due to differing work goals, values, and priorities.

Intrapersonal Conflict

Conflict that occurs within oneself.

Negative Consequences of Conflict

Includes reduced performance and productivity, increased stress, dissatisfaction, and turnover.

Increased stress, dissatisfaction, and turnover

Negative outcomes associated with unresolved conflict in organizations.

Less information sharing and coordination

A consequence of conflict that hampers organizational efficiency.

Increased organizational politics and wasted resources

Outcomes of unresolved conflict that can lead to inefficiencies.

Weakened team cohesion

Occurs when conflict exists within a team, impacting collaboration.

Example: easyJet flight delay

A case where crew conflict over minor task execution led to operational delays.

Optimal conflict perspective

The view that some conflict can be beneficial when managed effectively.

Better decision-making

A positive consequence of conflict that encourages logical debate and challenges assumptions.

Stimulates creative problem-solving

An advantage of conflict that can lead to innovative solutions.

More responsiveness to environmental changes

A benefit of conflict that promotes continuous adaptation and improvement.

Stronger team cohesion

Increased motivation and collaboration when teams face external threats.

Balance in conflict

The idea that conflict should be neither too high nor too low for optimal performance.

Task Conflict (Constructive Conflict)

Focuses on issues rather than personal attributes, facilitating logical analysis.

Relationship Conflict (Destructive Conflict)

Focuses on personal attributes, leading to personal attacks and reduced trust.

Emotional Intelligence

Helps manage emotions and interpret feedback constructively to minimize conflict.

Team Development

Stronger cohesion and familiarity that reduce misinterpretations and conflict.

Psychological Safety

Encourages open communication without fear of personal attacks.

Conflict Process

Begins with sources of conflict, leading to perceptions and associated emotions.

Sources of Conflict

Events or behaviors that interfere with one's goals or beliefs.

Conflict Perceptions and Emotions

Negative emotions or positive reframing experienced during conflict.

Manifest Conflict

Visible behaviors and decisions in response to conflict.

Conflict Escalation

The cycle of conflict becoming more intense due to misunderstandings.

Incompatible Goals

Different departments or individuals pursuing conflicting objectives.

Example: Sales vs. Production

Sales wants fast delivery, while production prefers long, cost-efficient runs.

Differentiation

Differences in values, beliefs, experiences, and preferences lead to conflict.

Interdependence

Conflict arises when employees must share resources or coordinate. Higher interdependence = higher conflict potential.

Pooled Interdependence

Sharing common resources (least conflict).

Sequential Interdependence

One task depends on another (e.g., assembly line).