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Chapter 12 power, politics and conflict during change
1.
© Julie Hodges
and Roger Gill
2.
Chapter 12 Power, Politics
and Conflict during Change © Julie Hodges and Roger Gill
3.
Learning outcomes • Explain
the differences, similarities and relationships between the concepts of power, politics and conflict in the context of change • Identify the power dynamics in an organization and the various sources of power • Appreciate the role of change agents and change agency in change initiatives • Identify key stakeholders involved in change initiatives and the power they hold © Julie Hodges and Roger Gill
4.
Definition of Power Power
is defined as the ability to change the behaviour of others (McClelland, 1975) © Julie Hodges and Roger Gill
5.
Types of Power
(Hardy & Clegg, 1996) • The power of resources • The power of process • The power of meaning © Julie Hodges and Roger Gill
6.
Power Bases (Raven
& French, 1958) • Coercive power • Reward power • Legitimate power • Expert power • Information power • Referent power © Julie Hodges and Roger Gill
7.
Power Tactics (Robbins
et al, 2010) • Legitimacy • Rational persuasion • Inspirational appeals • Consultation • Exchange • Personal appeal • Ingratiation • Pressure • Coalitions © Julie Hodges and Roger Gill
8.
Organizational politics Two views
of organizational politics; - Negative - Positive © Julie Hodges and Roger Gill
9.
Actions for managing
the political dynamics of change (Nadler, 1988) • Ensure the support of key power groups (stakeholders) • Use leadership behaviour to generate energy and enthusiasm in support of the change • Use symbols and language to create energy and commitment for change. • Build in stability using power to ensure some things remain the same, such as location and hours of work. © Julie Hodges and Roger Gill
10.
Conflict • Conflict must
be perceived by other parties. • One party must be perceived as about to do, or actually doing, something the other party does not want. • There must be opposition. • Some kind of interaction must take place. © Julie Hodges and Roger Gill
11.
Conditions for conflict
to surface (Robbins et al., 2010) • Communication • Structure • Personal variables © Julie Hodges and Roger Gill
12.
The Change Agent •
A change agent can be any member of an organization seeking to promote, further, support, sponsor, initiate, implement or deliver change. Change agents are not necessarily senior managers, and do not necessarily hold formal ‘change management’ job titles and positions. • The focal point of any change needs to be an individual…this individual maybe known by many names. – Change agents – Problem owners – Facilitators – Project managers – Program managers – Six sigma black belt © Julie Hodges and Roger Gill
13.
Role of the
Change Agent • Identify and manage stakeholders. • Work on objectives – make sure they’re clear and relevant. • Set a full agenda – Set holistic view and identify difficulties. • Establish control system – ensure communications flow is effective. • Plans the process of change, ensuring the following… – Roles clearly defined and allocated. – Team building. – Nurture support and fight apathy. – Communicate relentlessly. – Recognise power bases. – Handing over (ensure change is maintained). (Paton & McCalman, 2007) © Julie Hodges and Roger Gill
14.
Change agency Change agency
is emergent and fluid, and it is typically driven by a cast of characters. Hutton (1995) © Julie Hodges and Roger Gill
15.
Change agent and
power skills Seven traits associated with an effective change agent. • Able to work independently without power and sanction of the management hierarchy. • An effective collaborator, able to compete in ways that enhance rather than destroy cooperation. • Able to develop high trust relationships, with high ethical standards. • Possessing self-confidence tempered with humility. • Respectful of the process of change as well as the substance. • Able to work across business functions and units. • Willing to take rewards on results and gain satisfaction from success. (Kanter, 1989) © Julie Hodges and Roger Gill
16.
Change agent and
power skills • According to Kanter (1989) the change agent must possess near super human qualities! • Also the power skills seem consistent with flexible, organic structures, about participative management methods. • What is obvious is that the change agent requires less technical expertise and more interpersonal and managerial skills in… – Communication – Presentation – Negotiation – Influencing and selling © Julie Hodges and Roger Gill
17.
Summary • Power is
a dynamic variable that changes as conditions change. • Leaders and managers need to understand the difference between the different types of power and their characteristics in order to be able to use them appropriately. Understanding this can help in influencing and motivating people to do what needs to be done during change. • There are two different perspectives on organizational politics. One views politics as a negative process that actively inhibits the effective running of an organization; the other sees politics in a more positive light. The latter view focuses on the waste of time and energy and the damage that politics can cause. • Organizational politics can provide the stimulating force for change, and political forces can generate the energy for organizational change. • Change can generate conflict. Leaders and managers need to understand how people react to and deal with conflict. • Change agency is emergent and fluid. The change agent is member of this cast, formally appointed or self- appointed, seeking to drive a change agenda. © Julie Hodges and Roger Gill
18.
References Hardy, C. and
Clegg, S.R. (1996) ‘Some dare call it power’, in Handbook of Organization Studies. London: Sage. pp. 622–41. Hutton, W. (1995) The State We’re In. London: Jonathan Cape. McClelland, D.C. (1975) Power: The Inner Experience. Oxford: Irvington. Raven, B.H. and French, J.R., Jr (1958) ‘Legitimate power, coercive power, and observability in social influence’, Sociometry, 83–97. Robbins, S.P., Judge, T.A. and Campbell, T.T. (2010) Organizational Behaviour. Harlow: FT/Prentice Hall. © Julie Hodges and Roger Gill
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