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) POLITICS
The 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, flexibility

Resources

Information
Expertise

Performance
Personal 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 ones ability to influence.

Paradoxes of Power
3. Frequent use of power and influence changes the power holders 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 POLITICS

Power involves the employment of stored

influence by which events, actions and behaviors are affected.

Harold Lasswell's (1936)

POWER and POLITICS

Power 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.

The Political Framework in Organizations

Organizational

Coalitions Enduring Differences Critical Decisions Organizational Conflict Bargaining 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 allys 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 valuesor giving them something they dont wantif you dont get something you need.)

Bradford-Cohen Model of Influence without Authority

Currencies (what is valued):

Inspiration -related Task-related Position-related Relationship-related Personal-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/Reframing Interpersonal Influence Tactics Timing Tactics Empowerment Tactics Structural Tactics

Influence Strategies and Tactics

Logical Persuasion Tactics Organizational Mapping Tactics Impact Leadership Tactics Visioning Tactics Information and Analysis Tactics Coercive 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 CLOSING
ACTION REACTION