This document discusses different perspectives of power in collaboration: power over, power to, and power for. It defines each perspective and provides examples. Power over focuses on one party's control over others for own gain. Power to is used for mutual gain of the relationship. Power for is concerned with transferring power to empower others. The document also examines sources and dynamics of power at the macro level between organizations, and points of power that can influence collaboration at the micro level between individuals.

1. Chapter 10
USING POWER

2. What is Power For in
Collaboration?
 We should not always think about power from one
perspective that of its use by one party over another for that
party’s gain.
 Power is also considered in ways that are more collaborative,
as a way of enhancing the joint venture and to empower
others.
 We distinguish between three perspectives of power:
 Power over
 Power to
 Power for
N.B. In this chapter, we will be using the perspective of power over
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3. What is Power For in
Collaboration?
 Power Over:
 Its an own gain perspective
 The concern is with the control of the relationship and thus
power over others
 Such mechanism is mainly used when trust fails
 Notion of bargaining power relates to this form of power
 It is not always clearly recognized.
 It can be made to look harmless as a positive move towards trust
building
 This type of power is as well known by discursive power; i.e. a
logical type of power which means that power is attributed to
people because of the way we, collectively, talk about them.
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4. What is Power For in
Collaboration?
 Power To:
 It is used for the mutual gain of the relationship.
 Power is exercised by one party in the interests of the
collaboration as a whole.
 It can be used as well by one party over another as a way of
maintaining stability in relationships. This perspective lies
between power over and power to.
 Power to draw from others is also borderline depending whether
the power is drawn jointly by the partners or by one from the
other. To influence decision making process, organizations need
to draw on each other. Such attitude will permit to take away the
negative connotations of power, emphasizing its definition as
“the ability to do” and suggesting that collaboration can unite
and extend individual power
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5. What is Power For in
Collaboration?
 Power For:
 It is concerned with using collaboration to transfer power to another party or
parties.
 The notion of shared power sits on the border between power for and power to
perspectives.
 It is a mutual gain perspective given the “shared transformed capacity”
 It refers to “user involvement”, implicating that power is being given away by
the provider of goods and services
 Such process is hence summarized in the concept of collaboration
empowerment
 Collaboration empowerment is defined as the capacity to set priorities and
control resources
 Capacity building is very much emphasized here for both weak and strong
parties.
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6. Power at the Macro-Level:
Sources and Dynamics
 We are interested at the macro-level with two aspects:
 Various Sources of Power
• Bargaining power : it derives from having some type of resource that another party needs.
The resource is often in the form of skills, knowledge or information as well as more
tangible forms. The strength of bargaining position can change over time, especially if one
organization acquire a resource that was scarce.
• Mismatches in the importance of the collaboration aims of partners: if it is relevant to one
organization than other, the former is in a poor position to bargain. The availability of
alternative ways to tackle the issue, of alternative partners, etc. put an organization in a
strong bargaining position.
• Structural relationship between partners: those with acknowledge authority clearly have a
source of power. In addition, those that have relationships with many other organizations
are in a strong position to influence others in the network.
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7. Power at the Macro-Level:
Sources and Dynamics
 We are interested at the macro-level with two aspects:
 The way that power changes over time
• The balance of power changes over time in several respects. It may shift from one partner to
another as the collaboration develops.
• This is very obvious in situations where knowledge is transferred between partner
organizations, agenda is approved and new activities come to the front.
• The power may shift as well between individuals within organizations
• If the collaborative process is working effectively, power can be shared as partners learn
how to trust each other
• However, there is a tendency that power becomes unequal with time.
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8. Power at the Micro-Level:
Points of Power
 Macro-power issues are largely considered at the organization level whereas
micro-power issues are considered at the individual level.
 The most direct way in which power is played at the micro-level is by
influencing the purpose of a collaboration and the choices of issues that the
members focus on.
 The potential points of power or power infrastructure can be summarized by the
following elements:
 Name: we mean by that the name given to the collaboration. It is one of the most
important aspects of power infrastructure and is very significant since it defines the
range of operation of the collaboration.
 Membership: who should be part of the collaboration, there is here a power of choice.
The particular combination of members will have a strong influence on the
collaboration
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9. Power at the Micro-Level:
Points of Power
 Identity: identity of each participant (i.e. skills, range of experience, etc.). Who gets to
participate in the forming of identity groupings is in a significant point of power.
 Invitation and buy-in: the way to approach participant (over a drink, personal contact by
telephone, formal letter of invitation, etc.) as well as the content of the invitation are
significant points of power.
 Bringing people together: for example, venue of the first meeting, nature of the meeting
(face-to-face, virtual, etc.) especially when collaborative activities are diversely located
hence the need to well organize the communication process. People who make decision
about the place, timing, etc. of the meeting have access to some sources of power.
 Meeting management: who will manage the meeting (there is a need here to take into
consideration various skills of the or those who will manage the meeting: time
management, facilitation skills, etc.). Those who are in this position have a point of power.
 Meeting agenda and format: what format to adopt (short, long, formal, informal, etc.) who
will set the meeting agenda, what points to include, etc. Decisions about meeting structure
is as well an important source of power
 Meeting follow-up: who will follow up on meetings outcomes’ implementation, time
allowed for implementation, etc. those who handle this task have as well a point of power
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10. Power at the Micro-Level:
Points of Power
 Those who manage to access these points are in powerful positions to shape
the future of the collaboration.
 When we refer to power at the micro-level, we refer to day-to-day activities that
can make the collaboration happen.
 Some individuals have the luxury of having the power to choose when to be
powerful.
 For others, being powerful is related to “being here” (i.e. present). While others
even if they are absent, retain their power (decisions cannot be taken without
referring to them).
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11. Power Interfaces
Outside In and Inside Out
 Many points of powers relate to the relationship of the collaboration and
members of that collaboration with external parties or external social objects
(such as legislation, laws, etc.)
 Power from within the collaboration (exerted on those not yet in) – Inside Out
 Power of manipulation in order to persuade and motivate potential members to join
the collaboration
 Power to exclude potential members
 Power from outside the collaboration – Outside In
 Power to decline to be involved
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12. Using Power In Practice
 There is a presumption that power can be in the hands of the apparently less
powerful.
 Visualizing power as dynamic can lead to more creative thinking about ways in
which everyone can have some of the power some of the time.
 Both the macro and micro levels of power management are important in using
power to the advantage of the collaboration and the organization.
 The macro level forms the broad context for the engagement with the micro-
level points of power.
 Using power involves understanding what is going on at both levels:
 At the macro level, there is a need to understand the management style that is
appropriate to the particular power relationships
 At the micro level, there is a need to consider delicate exertion of power by self and
others
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