Competency 1Building power PassiveActive

1
Competency 1-Building power Passive--------------
-------Active

• Power Mine---------Maintain------------Build
• Influencing Passive-------------Active
• Position power Limited----------------Extensive
• Personal power Limited----------------Extensive
• Networking Limited/Emergent ----------------------
  ---------------Systematically cultivated
• Supervisors Passive----------------------Active
• Peers Passive--------------------Acti
  ve

2
Broker roleReactive-----------------Proactive

• Gaining/using power Passive---Active
• Negotiations Distributive Collaborative
• Presentations Unorganized---Organized

3
Contrasting styles of exercise of power
influence

• How to win friends influence people without
  trying (politics in a bureaucratic setting)
• Machiavelli, The Prince (operating in a turbulent
  environment)
• JR in the television series (playing the
  political game without morality)
• The God father movies (combining reciprocity with
  coercion)

4
Use and Abuse of Power

• Use--Powerful Mangers
• Intercede favorably on behalf of someone in
  trouble
• Effective in representation
• Get approval for expenditures beyond the budget
• Get items on and off the agenda at policy
  meetings
• Maintain influence by regular, frequent contact
  with top decision makers

• AbusePowerful managers are
• Insensitive to others selfish oriented
• Use people abandon them when expedient
• Betray trust when expedient
• Cold, aloof, and arrogant
• Arbitrary capricious
• Delegate without support
• Shift blame for errors of omissions
  commissions

5
Model of Power and Influence

• Source of Personal Power
• Expertise
• Personal Attraction
• Effort
• Legitimacy
• Networking
• Role negotiation
• Communication
• Judgment

• Sources of Position Power
• Centrality
• Criticality
• Flexibility
• Visibility
• Relevance

Gaining Power
Power of an Individual
Transforming power into influence
Increasing Upward influence
Effects on attitudes behavior
6
Degree of Position Power

• Centrality establishing a network of task
  relationships
• Criticalityimportance of the activities
• Flexibility freedom to exercise ones judgment
• Visibility interacting with influential people
  in the organization
• Relevance working on the central objectives and
  issues in an organization

7
Position powerLimited----------------------Extens
ive

• Centrality of activities
• Peripheral------------------------------ Central
• Criticality of activities
• Marginal ---------------------------------critica
  l
• Flexibility
• Rigid ------------------------------- -------
  flexible
• Visibility
• Low --------------------------------------- high
• Relevance significance of activities
• Limited -------------------------------------exten
  sive

8
Sources of Personal PowerLimited-----------------
---Extensive

• Expertise work related knowledge
• Effort doing whatever it takes to get the job
  done
• Legitimacy taking action congruent with the
  prevailing value system
• Attraction charisma, agreeable behavior,
  physical characteristics
• Role negotiationdegree of adaptability in
  adjusting to different roles
• Networkingdegree that trading relations are
  systematically established
• Judgmentdegree of balance, rush to conclusions,
  letting go the past, constraints in framing
  problems.

9
Personal powerLimited--------------------------Ex
tensive

• Expertise Limited --------------
  Extensive
• Effort continuity Limited --------------extens
  ive
• Role Negotiation Ridged--------------
  flexible
• Attraction Dour/unattractive------------
  -------------------- Charismatic/personable/attrac
  tive
• Legitimacy Limited -----------
  extensive
• Networking Limited-----------extensive
• Communication Problematic--------Definitive
• Nonassertive----------------------------
  assertive
• Non supportive--------------------------
  supportive
• Judgment Poor ------------ excellent

10
JudgmentPoor-----------------------Excellent

• Framing of problems Negatively--------positively
  
• Operate w/in constraints-----pressing constraints
• Collecting data Limited/rapid
  closure-------------------------- extensive/cross
  checking/slow closure
• Balance
• Narrow limited----------- broad
  cosmopolitan
• Grievance list
• Extensive/ accumulative------
  nominal/written off

11

• Enhancing your personal power in the organization
  by
• Expertise--Developing an area that are the
  acknowledged expert cultivating critical
  skills.
• Networking--Fostering friendship (genuineness,
  intimacy, acceptance, validation of self-worth,
  tolerance, social exchange).
• Attractiveness--Enhancing your personal
  appearance.
• Effort--Putting forth more effort than expected.
• Legitimacy--Reinforcing core organizational
  values using stories and ceremonies to socialize
  new members.

12

• Increase the centrality and criticality of your
  position
• Networking
• Expand your network of communication contacts.
• Route information through you (act as a clearing
  house)
• Taking on tasks critical to the work flow
• Making at least part of your job responsibilities
  unique
• Increasing the technical sophistication of your
  work.

13

• Increasing the latitude and flexibility of your
  job
• Initiate new ideas.
• Get involved in new projects
• Participate in the early stages of
  decision-making processes
• Seek unusual and design-oriented jobs, rather
  than those that are repetitive and
  maintenance-oriented.

14

• Increasing the visibility of your job
  performance
• Expand contacts with senior people.
• Make oral presentations of written work.
• Participate in problem-solving task forces.
• Involve senior managers in recognizing important
  accomplishments within your work group.
• Send personal notes of congratulations
• Compose cover notes providing useful information
  that accompany reports

15

• Increase the relevance of your tasks to the
  organization
• Become an internal coordinator or external
  representative.
• Provide services and information to other units.
• Expand the domain of your work activities.
• Become involved in activities central to the
  organizations top priorities.
• Become a trainer or mentor for new members.

16

• To develop influence with your boss
• Initiative
• Be faster than expected on assignments
• Solve problems whose solutions arent expected or
  requested.
• Generate creative ideas
• Complement your bosss job style
• Diagnose your bosss strengths, weaknesses
• Complement his/her weaknesses
• Maintain trustworthiness
• Balance keeping your boss informed screening
  unwanted or unimportant matters.
• Listen to multiple perspectives from multiple
  sources.

17
Competency 2NegotiatingPassive------------------
----------Active

• Negotiating
• Power based--------------Joint payoffs
• Dialogue conditions
• Unsupportive----------------Supportive
• Negotiation approach
• Constrained-----------------Exploration

18
Collaborative Negotiations Power
based/win-lose----Joint payoffs/win-win

• Dialogue conditions Unsupportive----------------
  ----Supportive
• Purpose Defuse/Conflicting-----------
  ------------------Clear/Mutual
• Respect Limited/blaming------------
  -Extensive/problem focused
• Meaning Defuse/different-------------
  ----------------Clear/common
• Negotiation approach Constrained---------------
  ---Exploration
• Issues Positions/means------------
  ---------------Interests/goals
• Alternatives Single option---------------Many
  options/dovetail needs
• Solution criteria Subjective/Personal
  values---------Objective standard

19
Dialogue conditions Unsupportive--------------
-------Supportive

• Respect--separate the people from the problem
• Avoid the blame game where differences are
  personalized prejudices move to the forefront
  dominate the exchanges
• Purposeclarify the goals prioritize their
  importance on part of both parties
• Active listeningsort out what is important to
  the other party
• Meaning understandingdo the parties understand
  each othercontent motives (in contrast to
  accepting the positions each is developing)?

20
Negotiation approach Constrained--------------
-------Exploration

• Establish super ordinate goals
• What do the parties share in common?
• E.g. A constructive working relationship
• The competitive viability of the firm
• Focus on interests, not positions
• Positions are demands/assertions
• Interests are the reasons behind demands
• E.g. Demands for affirmative action vs.
  underlying issue that discrimination isnt
  practiced

21
Negotiation approach Constrained--------------
-------Exploration

• Generate alternatives--invent options for mutual
  gains
• Think out of the box (beyond traditional
  solutions)
• Brainstorm to generate more alternatives
• Use objective criteria for evaluating
  alternatives
• Shift focus from what I want to what is fair
  makes sense
• Define success in terms of real gains, not
  imaginary losses

22
Negotiation approach Constrained--------------
-------Exploration

• Address the concerns of both parties
• Avoid assigning blame
• Focus on problems
• The goal is to arrive at a solution that is a
  win-win for both parties
• Create a positive climate for resolution of
  future problems
• Return

23
Competency 3--PRESENTATIONS A SPECIAL CASE OF
COMMUNICATION

• Communication--Interactions between two or more
  persons or groups.
• It is a two way process of one to one/few/many
  where two major functions are undertaken
• Information exchange and role negotiations.
• The latter immensely complicates the information
  exchange process.
• A------------------------------B
• -------------------------------

24
Presentations

• A more restrictive and limited case of
  communication.
• It is usually a one way process (one to
  one/few/many) with the emphasis on one to many.
• Roles are largely predefined by the
  initiator-presenter and the context
• Varying degrees of passive acceptance active
  rejection of the predefined roles of presenter by
  the audience.
• The content of the information is mostly
  controlled by the presenter
• Limited opportunity or use of feedback to adjust
  roles or the content of information that is
  transmitted.

25
Typical examples of predefined roles

• Initiator/presenter Recipient/audience
• Teacher Student
• Manager Employee
• Coach Player
• Social worker Client
• Sales agent Customer

26
Techniques Communication presentations
27
Presentation techniquesPassive-------------------
---------Active

• Communicating Emergent----------------------------
  --Planned
• Set Unplanned--------------------------------
  -------Designed
• Climate Hostile/neutral------------------------
  -------Rapport cultivated
• Credibility Negative/Unknown-------------Positive
  /Authoritative
• Content Theme emerges------------------------
  ----Roadmap provided
• Support Impoverished---------------------------
  ----------------Rich
• Structure Unstructured--------------------
  -----------------structured
• Sequence Unplanned-----------------------------
  --------------Ordered
• Access Standard/few visuals --custom
  designed/rich visuals
• Polish Rough/unorganized------------------Honed
  /organized