Organizing a political sense

It 'a fact of organizational life: the political influence almost everything that happens within an organization. Leaders, especially change leaders must develop the political sense. I'm not supporting unethical behavior, but I recommend that their end harmony leaders consciously political consciousness.

In organizations, individuals and groups are constantly competing for scarce resources. Everyone is trying to maintain or improve their self interests. Many managers and consultants underestimate these powerful forces.

Any attempt to implement organizational change invariably threaten one of these individuals or groups. Organizational change is often accompanied by conflicting interests, unethical behavior, and emotional turmoil. change leaders must learn to navigate these dangerous waters.

Power and Change

The word "power" has positive and negative connotations. In this chapter we will focus on the positive, ethical uses of power. Burke (1982) believes that "change occurs in an organization, the power must be exercised" (p. 127).

Let's take a quick look at Richard Emerson Power-dependence Theory. Emerson (1962) theory describes a social relationship between two parties in which scarce resources (commodities and premiums) are controlled by a party and wanted by another. Thus, power is inherent in any social relationship in which a person depends on another.

"Commodities", in theory, power-dependency can include social goods, such as respect, praise, influence, and information. French and Bell (1999) state: "We continue and enter into relations of exchange when we receive from others, is equal to or greater than what we give to others" (p.284).

Bases of power

Managers and consultants should be able to recognize the power bases individuals, groups and coalitions engage in organizations.

French and Raven (1959) suggest five bases of power:

1. reward power - based on its ability to reward another

2. coercive power - based on the ability to punish another

3. legitimate power - according to the proprietor

4. Referent power - based on charisma (Popularity s)

5. Expert power - based on knowledge or skills

Mintzberg (1983) speaks of five power bases:

1. control of a critical resource

2. control of a critical technical capabilities

3. control of a critical body of knowledge

4. legal rights (such as exclusive rights)

5. access to any of the other four bases

Furthermore, Mintzberg believed that the influencer must have both the "willingness and ability" to use its base (s) of power.

Salancik and Pfeffer (1977) also contribute some valuable insights into our understanding of power in organizational contexts. Consider power as a necessary and positive force for change and advancement in organizations. They believe power bases can be created by the disposal of the allies in key positions.

Using Political Power Capacity

To change efforts successful, managers / agents of change must develop and utilize the skills of power. The first skill required is the ability to analyze the current political situation. Failure at this stage of assessment leads invariably frustrated efforts to change.

French and Bell (1999) argue, "you get a quick understanding of the general political climate of an organization, studying its methods of resource allocation, conflict resolution, and choosing among local media alternatives and goals" (p.286).

Greiner and Schein (1988) believe brokers should be able to assess their power and to identify key stakeholders. Only after having assessed their base (s) can determine how to use it / them to influence others. This assessment will also reveal areas in which empowerment is necessary. Some of these weak areas can be strengthened by developing allies within the organization.