Chapter 12: Power and Politics

Definition of Power
- Power is defined as the ability of a person or group to influence or control some aspect of another person or group.
- Associated with control over resources others need, such as money, information, decisions, and work assignments.
- Encompasses:
- The ability to get someone to do something you want done.
- The ability to make things happen in the way you want.
Importance of Power
- Essential for functioning within social structures and organizations.

Social Power
- Refers to the power derived from social relationships.
- Earned through relationships and can be lost if misused.
Force
- Describes the power exerted against another’s will.

Dependency
- One party relies on another for what they need.
- Dependency can grant power if it cannot be easily removed; non-compliance lessens power.
Control
- Authority or ability to influence others regarding resources and decision-making.
- Powerholders possess crucial competencies and decision-making functions (e.g., executives, skilled technicians).

Definition
- Powerlessness is characterized by a lack of autonomy and participation, causing feelings of being subjugated.
Impact on Behavior
- Exhibited through body language (e.g., shrinking in, less assertive gestures).
- Can lead to negative outcomes like absenteeism, tardiness, theft, and counterproductive behaviors.

Concept
- Involves sharing power, information, rewards, and decision-making.
- Empowers individuals, encouraging energy and fulfillment at work.
Consequences of Zero-Sum Thinking
- Viewing power as a zero-sum game can create imbalances where one’s gain equates to another's loss.
Zero-Sum Game
- A situation where one person's gain is equivalent to another's loss (“I win, you lose”).
Iron Law of Responsibility
- When power imbalances escalate, mechanisms emerge to redistribute power, similar to lobbying for regulations.
Psychological Reactance Theory
- Suggests individuals tend to resist constraints placed upon them and will rebel against attempts to control behavior.

Two Main Categories: position and personal power.
Position Power
- Derives from formal authority within an organization's hierarchy.
Personal Power
- Inherent to the individual, originating from personal qualities and relationships.

Legitimate Power
- Comes from formal hierarchical authority and belief in the right to command.
- Subordinates’ obligation to comply with legitimate requests.
- Chester Barnard's concept: "Zone of Indifference"—employees comply with directives within this range without critical evaluation.
Overuse of Legitimate Power
- Can lead to "hierarchical thinking"—a state where employees defer responsibility.
Reward Power
- Extracted from the ability to distribute positive rewards or alleviate negative consequences.
- For rewards to be effective, they must be seen as fair.
Coercive Power
- The capacity to impose negative consequences or withdraw rewards.
- Misuse leads to damaged relationships and necessitates policies to protect employees against abuse.

Resides within individuals, stemming from personal attributes:
- Expert Power: Derives from special skills and abilities that fulfill others' needs.
- Example: Expert power is relative; a top cook may lose it to a professional chef.
- Referent Power: Gains traction because others wish to align with the individual (e.g., respected leaders).

Information Power
- Based on possessing or having access to valuable information.
- Can be positional or personal.
Connection Power
- Increasingly vital in modern organizations; stems from networks and relationships.
- Involves calling upon connections for assistance in achieving goals.
- Association Power: Influence with powerful individuals; reflected in the saying, “It’s not what you know but who you know.”
- Reciprocal Alliances: Power derived from mutually beneficial relationships and exchanges.

Herbert Kelman's Levels of Conformity
- Compliance: Accepting influence for rewards or to avoid punishment.
- Commitment: Acceptance of influence due to obligations; shows initiative and persistence.
- Subsequent forms of commitment:
- Identification: Conforming to maintain a positive relation with influence sources.
- Internalization: Adopting beliefs and actions that coincide with personal values.

Definition
- Resistance manifests as refusal to comply, arguing, or stalling.
Types of Resistance Strategies:
- Constructive Resistance: Thoughtful dissent that constructively challenges influence sources.
- Dysfunctional Resistance: Passive non-compliance, such as ignoring requests.

Defined as ethical lapses by individuals in positions of power who believe they are above reproach.
Recommendations to avoid include maintaining humility and surrounding oneself with dissenting voices for perspective.

Involves members' informal efforts to attain resources and goals.
Consists of both formal (dictating procedures) and informal systems (arising from everyday interactions).
Self-interested Politics: Occurs when individuals prioritize personal gain over organizational welfare, involving behaviors such as favoritism and scapegoating.
Political Climate: Collective perceptions regarding the political aspects of organizational life and processes.

Common defensive strategies include:
- Avoidance: Steering clear of risks, “working to the rules.”
- Redirecting Accountability: Techniques for “passing the buck” or rigorous documentation to shift responsibility.
- Rewriting History: Claiming credit or deflecting blame as situations evolve.
- Scapegoating: Blaming external factors or uncontrollable events to deflect responsibility.