Power in Interpersonal Conflict l People differ in

Power in Interpersonal Conflict l People differ in their orientations to power l People are often uncomfortable about power issues l People don’t like to acknowledge or discuss power dynamics l People often view power in a way that increases their discomfort Tricia S. Jones, Temple University, copyright protect, March 2006

Assumptions About Power l Power is present in all social interaction l Power is not inherently positive or negative l Power is a product of the interpersonal relationship l Productive power balancing can occur by expanding individual and relational power l Too much or too little power makes conflict management difficult Tricia S. Jones, Temple University, copyright protect, March 2006

Assumptions About Power, cont’d. l Any source of power can erode once it is used. l The more you try and use your power the more erosion takes place l Power can be exercised directly or indirectly Tricia S. Jones, Temple University, copyright protect, March 2006

A Relational View of Power l Power is conferred by those who endorse the resources. ¡ When they stop valuing the resource you cannot use it to influence them. ¡ If you increase their value of the resource, you increase your power l What is valued, how much, and by whom is constantly changing in relationships Tricia S. Jones, Temple University, copyright protect, March 2006

Power Currencies l l l Expertise – influence because of general knowledge Information – influence because of specific knowledge Reward/coercion – influence because of ability to reward or punish someone Connection – influence because who you know Referent – influence because of personal charisma or belonging to an influential group Legitimate – influence because of your organizational position Tricia S. Jones, Temple University, copyright protect, March 2006

How can you increase your power? l Decrease your dependence on the other by: l l Changing your goals Finding outside sources to meet your needs Making due with less Finding substitute resources Hide your needs of the other, be more circumspect l Develop skill bases l Increase your ability to provide what they value l Eliminate competitors for what they value l Tricia S. Jones, Temple University, copyright protect, March 2006

Four modes of power tactics l Compel the other to respond regardless of what the other wants l Elicit the other’s compliance by communicating the potential use of direct force l Employ power without ever making the use of the power explicit l Use your power to hide issues or information. Tricia S. Jones, Temple University, copyright protect, March 2006