Bases of Power & The conflict process

8/7/2019 Bases of Power & The conflict process

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Bases of PowerBases of Power

What is power?What is power?

Power is the capacity to influencethe thought and behavior of otherpeople.


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As a manager, one of the thing we need toAs a manager, one of the thing we need tounderstand is the leading role.understand is the leading role.

In working in an organization,especially if youIn working in an organization,especially if you rerethe manager. You need power.the manager. You need power.

Why?Why?Because,youBecause,you get very little done without it. No oneget very little done without it. No one

moves without its application. You use power tomoves without its application. You use power toget people moving in the right direction andget people moving in the right direction andredirecting them when a change of course isredirecting them when a change of course isneeded.needed.


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Just as there are many forms of energy used inJust as there are many forms of energy used inour daily lives, there are several forms, sourcesour daily lives, there are several forms, sourcesor bases of power you can draw upon toor bases of power you can draw upon to

influence the motivation, behavior andinfluence the motivation, behavior andthoughts of others.thoughts of others.

These bases are as follows:These bases are as follows:


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1.1. Legitimate Power is the formalLegitimate Power is the formallegallegal authority that is embodied inauthority that is embodied inyour position and/or title.your position and/or title.

You have theYou have the right to manageright to manage andandto expect compliance because of yourto expect compliance because of yourplace in the organization.place in the organization.


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2. Reward Power is based on your2. Reward Power is based on yourcapacity to provide things that otherscapacity to provide things that othersdesire.desire.You make positive outcomes such asYou make positive outcomes such aspay increases, recognition, interestingpay increases, recognition, interestingjob assignments and promotions,job assignments and promotions,among other things, contingent onamong other things, contingent ondesired behavior.desired behavior.


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3 . Coercive Power

This power is based on yourcapacity and willingness toproduce conditions that theothers want to avoid, or findunpleasant.Coercive Power relies on thecontingent use ofpunishments such ascriticism, poor performanceappraisals, reprimands,undesirable workassignments, or dismissal.


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4 . Connection Power is thepower you derive fromrelationships with otherinfluential, important orcompetent people.In todays language, it isyour network.Because you have a

network of connectionswith other powerfulpeople


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5. Information Power is5. Information Power is

based on you havingbased on you havingaccess to information thataccess to information thatothers are not privy to,others are not privy to,

do not know about anddo not know about andwhich they believe iswhich they believe isimportant.important.


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6. Expert Power is basedon your skill, knowledge,accomplishments or reputation.Others are willing to do what youwant because they trust that yoursuperior expertise will produce thedesired results.Your Expert Power also instillsconfidence in others even whenthe solution and/or way forwardmay not be clearly understood.


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7. Referent Power is based on personal feelings of7. Referent Power is based on personal feelings of

attraction, or admiration, that others have forattraction, or admiration, that others have foryou.you.Referent Power is truly in theReferent Power is truly in the eye of theeye of thebeholderbeholder where others see something specialwhere others see something specialin you allowing you to take the lead, to be inin you allowing you to take the lead, to be inthe lead or be given the lead.the lead or be given the lead.ThisThis something specialsomething special is called charismais called charismawhere others are willing to do what the leaderwhere others are willing to do what the leaderwants because they want to please the leader,wants because they want to please the leader,have the leader like them and/or want tohave the leader like them and/or want tobecome like the leader themselves.become like the leader themselves.


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The seven bases of power reviewed aboveThe seven bases of power reviewed abovecan be classified as eithercan be classified as eitherPosition Power or Personal Power.Position Power or Personal Power.

The Position Power bases areThe Position Power bases are: :

Legitimate, Reward and Coercive.Legitimate, Reward and Coercive.

These bases are related more to the positionThese bases are related more to the positionof authority you hold in the organizationof authority you hold in the organizationand are most effective with your directand are most effective with your directreports. Rarely can you overtly use these toreports. Rarely can you overtly use these toinfluence the behavior or your boss orinfluence the behavior or your boss orcolleagues.colleagues.


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The Personal Power bases areThe Personal Power bases are: :

Connection, Information, Expert andConnection, Information, Expert andReferent. These are personal bases ofReferent. These are personal bases ofpower because they are embodied in youpower because they are embodied in youand not so much your job role, orand not so much your job role, orposition. Cultivating these bases ofposition. Cultivating these bases ofpower gives you the capacity to influencepower gives you the capacity to influencethe behavior of everyonethe behavior of everyone bosses,bosses,colleagues and direct reports. Havingcolleagues and direct reports. Havingthese means that when you speak, othersthese means that when you speak, otherslisten.listen.


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The Conflict ProcessThe Conflict ProcessThe conflict process can be seen as comprisingfive stages:1.Potential opposition or incompatibility2.Cognition and personalization3.Intentions4.Behavior5.Outcomes.


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S TAGE IPotential

opposition orincompatibility

S TAGE IICognition and

personalization

S TAGE IIIIntentions

S TAGE IVBehavior

S TAGE VOutcomes

CommunicationS tructure

Personal variables

Perceivedconflict

Felt conflict

Party sbehavior Other

sreaction

Functional outcome

Dysfunctional outcome


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1.Potential opposition or incompatibility

The first step in the conflict process is thepresence of conditions that create opportunities

for conflict to arise.

There are 3 general categories for this conditions:A.CommunicationB.StructureC.Personal variables


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A.Communication

Communication is very important in the businessworld.Either it s a small or big organization,communication among workers play animportant part in company s success.


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D ifference in communication can be a potentialsource of conflicts.This differences arise as a resultof differences in training, selective perception,and inadequate information about others.

Too little communication as well as too much of itcan trigger conflict among workers.

Furthermore, the channel chosen forcommunicating can have an influence onstimulating opposition.


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B.StructureStructure in organization can be vary accordingto the size of the company.

The larger the group and the more specialized

its activities, the greater the likelihood ofconflict. Tenure and conflictappear inversely related,

meaning the potential forconflict tends to be greatestwhen group members areyounger and when turnover is high.


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C.Personal variables

Refering to the personality and values thateach person believe.Culture also contributeto the way people differ values in life.


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2.Cognition and personalization

On this stage, is when a person take conflictpersonally, as his problem with the opposition.

It is at the felt level, when individuals becomeemotionally involved, that parties experience

anxiety, tension, frustration, or hostility.


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3.Intentions

Intentions are separated out as a distinct stagebecause you have to infer the others intent toknow how to respond to that others behavior.

A lot of conflicts are escalated merely by oneparty attributing the wrong intentions to the

other party.


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4.Behavior

When most people think of conflict situations,they tend to focus on stage IV because this is

where conflicts become visible.

The behavior stage includes the statements,actions, and reactions made by theconflicting parties.


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5.Outcomes

The outcome of a conflict can be a functional ora dysfunctional outcome.

Functional outcomeWhen we hear there s a conflict, immediatelyour mind potray a negative thing.On some

cases, conflict can actually be a good thing.


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Conflict is constructive when it:

- improves the quality of decisions,- stimulates creativity and innovation,- encourages interest and curiosity among

group members,- provides the medium through which

problems can be aired and tensions

released, and- fosters an environment of self-evaluation

and change.


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The evidence suggests that conflict canimprove the quality of decision making byallowing all points to be weighed in importantdecisions.

Conflict challenges the status quo and thereforefurthers the creation of new ideas, promotesreassessment of group goals and activities, andincreases the probability that the group willrespond to change.


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Dysfunctional outcome

The negative thing about conflict obviously iswell known.Conflicts in organization or workplace can leadto the destruction of the company itself.


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Documents

Bases of Power & The conflict process