This document discusses the concept of power in politics and governance. It defines power as the ability to influence or achieve desired outcomes. There are different dimensions or faces of power, including decision-making power, agenda-setting power, and thought control power. There are also different types of power such as reward power, coercive power, legitimate power, expert power, and referent power. The consequences of power include compliance, commitment, and resistance, and different types of power tend to result in different consequences. Understanding the relationships between types of power and consequences is important for effective use of power.
Lecture slides for an undergraduate class on Philippine Politics and Governance I taught between 2003 and 2005. These slides deal with concepts such as power, influence and authority.
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http://brianbelen.blogspot.com
http://brianbelen.wordpress.com
Soft power: A conceptual appraisal of the power of attractionFidel525104
This lecture covers discussion surrounding the concept of power, the place of soft power within broader discussions about power, and how soft power is operationalized.
Ch11
2
Lecture learning objectives
Underline why power is important in negotiations
Identify types & positions of power
Give advice on how to deal w/bigger players in negotiations & partnerships
How to acquire power in negotiation
2
3
Power definition
Power used in a given situation that helps someone to achieve:
Goals
Desires
Perspectives on power:
Power used to dominate and control the other – ‘power over’
Power used to work together – ‘power with’
\
3
4
Perceptual importance of power
Seeking power in negotiation arises from one of two perceptions:
The negotiator believes he or she currently has less power than the other party.
The negotiator believes he or she needs more power than the other party.
4
5
Interests, rights & power in action
Exerting power via coercion could lead to settlement or opponent may call your bluff
Threats based on rights or power may work if there is an impasse or the opponent refuses to negotiate
To be effective, threats must be credible, targeting the opponent’s interests & let them back down to save face & reopen negotiations
5
6
Types of power
(French & Raven, 1959)
6
Expert Power
Legitimate Power
Referent Power
Coercive Power
Reward Power
Expert power
7
Expert power is derived from the ability to assemble and organise information to support the desired position, arguments, or outcomes.
True False
(Lewicki, Saunders & Barry, 2011)
7
8
Sources of power
8
Informational
Relationship
Contextual
Position
Personal
INFORMATIONAL
Information is the most common source of power
Derived from the negotiator’s ability to assemble and organise data to support his or her position, arguments, or desired outcomes
A tool to challenge the other party’s position or desired outcomes, or to undermine the effectiveness of the other’s negotiating arguments
Information can be presented in two ways: direct or indirect
9
9
PERSONAL:
PSYCHOLOGICAL ORIENTATIONS
Psychological
Cognitive
Unitarian ideological frame
Interests of individual & society are one
Radical ideological frame
Continual clash of social, political & class interests
Pluralist ideological frame
Power is distributed relatively equally
10
10
PERSONAL:
PSYCHOLOGICAL ORIENTATIONS
Psychological
Motivational
Specific motives to use power
Grounded in needs & energising elements
Disposition & skills
Orientation to cooperation or competition
Moral
Philosophical orientation to power & its uses
11
11
POSITION
Two major sources of power in an organisation:
Legitimate
Grounded in the title, duties & responsibilities of a job description & level within an organisational hierarchy
Social construct
12
12
Legitimate power
13
Social structures are inherently inefficient, and this realisation creates the basis for legitimate power.
True False
(Lewicki, Saunders & Barry, 2011)
13
POSITION
2. Resource power based on position
Control of ...
I recently had the opportunity to present at the Upswell conference, hosted by Independent Sector and targeted toward philanthropy, nonprofits, and other change makers. My session focused on identifying and managing power in social change work, drawing upon a combination of my research on power dynamics in cross-sector partnerships (I'm currently a Ph.D. candidate at Antioch University) and my experiences as a technical assistance provider and Associate Director at Arabella Advisors.
Power dynamics underlie broader discussions on critical topics like systems change, equity, and justice, but we typically prefer to talk about something other than power. Wajid khan explains It can feel awkward or unpleasant and reveal hard truths that may feel unsurmountable. However, research tells us that just discussing power can help empower us. (1) Whether we talk about it or not, it's there – and increasing our awareness of how it shows up can make us more effective social change makers.
Based on my Upswell presentation, this post identifies four ways power can show up in cross-sector and collaborative work and poses various related questions for consideration. (If you have ideas to contribute or questions, I hope you'll reach out using the link at the bottom of this page).
#1 – The Power in Resources
One of the most obvious ways power shows up is in resources. Of course, when discussing resources in philanthropic and nonprofit circles, the first type that comes to mind is often money and the influence and authority attached to it. However, a famous framework by French and Raven(2) names five power-related resource types.
Each of these can function as currency in social sector settings, and stakeholders should always examine what they have at their disposal. Legitimacy is a unique resource because we often let go without realizing it. Legitimacy is based on recognition. Who should have the right to influence the outcome? In addition to being clear about when and why you give up your legitimacy, you need to ask yourself when you can give up your legitimacy. Wajid khan Mp asks Should we have influence, or should we have the right to influence others? Can you do it?
#2 - Structural Forces
Structural forces manifest themselves in rules and regulations, grant agreements, policies, and the shaping of decision-making processes. Structural details also include broader decision-making structures within society (think government agencies, for example).
One of the most critical ways structural forces work on a small scale is in the meeting agenda-setting process, whether organized or collaborative.
Structural details can be visible (Sam sets the agenda), hidden (Sam sets the agenda but receives input from a select group of people), or invisible. (I assume you need a meeting agenda and only what you wrote down is valid i
Lecture slides for an undergraduate class on Philippine Politics and Governance I taught between 2003 and 2005. These slides deal with concepts such as power, influence and authority.
-------------------
http://brianbelen.blogspot.com
http://brianbelen.wordpress.com
Soft power: A conceptual appraisal of the power of attractionFidel525104
This lecture covers discussion surrounding the concept of power, the place of soft power within broader discussions about power, and how soft power is operationalized.
Ch11
2
Lecture learning objectives
Underline why power is important in negotiations
Identify types & positions of power
Give advice on how to deal w/bigger players in negotiations & partnerships
How to acquire power in negotiation
2
3
Power definition
Power used in a given situation that helps someone to achieve:
Goals
Desires
Perspectives on power:
Power used to dominate and control the other – ‘power over’
Power used to work together – ‘power with’
\
3
4
Perceptual importance of power
Seeking power in negotiation arises from one of two perceptions:
The negotiator believes he or she currently has less power than the other party.
The negotiator believes he or she needs more power than the other party.
4
5
Interests, rights & power in action
Exerting power via coercion could lead to settlement or opponent may call your bluff
Threats based on rights or power may work if there is an impasse or the opponent refuses to negotiate
To be effective, threats must be credible, targeting the opponent’s interests & let them back down to save face & reopen negotiations
5
6
Types of power
(French & Raven, 1959)
6
Expert Power
Legitimate Power
Referent Power
Coercive Power
Reward Power
Expert power
7
Expert power is derived from the ability to assemble and organise information to support the desired position, arguments, or outcomes.
True False
(Lewicki, Saunders & Barry, 2011)
7
8
Sources of power
8
Informational
Relationship
Contextual
Position
Personal
INFORMATIONAL
Information is the most common source of power
Derived from the negotiator’s ability to assemble and organise data to support his or her position, arguments, or desired outcomes
A tool to challenge the other party’s position or desired outcomes, or to undermine the effectiveness of the other’s negotiating arguments
Information can be presented in two ways: direct or indirect
9
9
PERSONAL:
PSYCHOLOGICAL ORIENTATIONS
Psychological
Cognitive
Unitarian ideological frame
Interests of individual & society are one
Radical ideological frame
Continual clash of social, political & class interests
Pluralist ideological frame
Power is distributed relatively equally
10
10
PERSONAL:
PSYCHOLOGICAL ORIENTATIONS
Psychological
Motivational
Specific motives to use power
Grounded in needs & energising elements
Disposition & skills
Orientation to cooperation or competition
Moral
Philosophical orientation to power & its uses
11
11
POSITION
Two major sources of power in an organisation:
Legitimate
Grounded in the title, duties & responsibilities of a job description & level within an organisational hierarchy
Social construct
12
12
Legitimate power
13
Social structures are inherently inefficient, and this realisation creates the basis for legitimate power.
True False
(Lewicki, Saunders & Barry, 2011)
13
POSITION
2. Resource power based on position
Control of ...
I recently had the opportunity to present at the Upswell conference, hosted by Independent Sector and targeted toward philanthropy, nonprofits, and other change makers. My session focused on identifying and managing power in social change work, drawing upon a combination of my research on power dynamics in cross-sector partnerships (I'm currently a Ph.D. candidate at Antioch University) and my experiences as a technical assistance provider and Associate Director at Arabella Advisors.
Power dynamics underlie broader discussions on critical topics like systems change, equity, and justice, but we typically prefer to talk about something other than power. Wajid khan explains It can feel awkward or unpleasant and reveal hard truths that may feel unsurmountable. However, research tells us that just discussing power can help empower us. (1) Whether we talk about it or not, it's there – and increasing our awareness of how it shows up can make us more effective social change makers.
Based on my Upswell presentation, this post identifies four ways power can show up in cross-sector and collaborative work and poses various related questions for consideration. (If you have ideas to contribute or questions, I hope you'll reach out using the link at the bottom of this page).
#1 – The Power in Resources
One of the most obvious ways power shows up is in resources. Of course, when discussing resources in philanthropic and nonprofit circles, the first type that comes to mind is often money and the influence and authority attached to it. However, a famous framework by French and Raven(2) names five power-related resource types.
Each of these can function as currency in social sector settings, and stakeholders should always examine what they have at their disposal. Legitimacy is a unique resource because we often let go without realizing it. Legitimacy is based on recognition. Who should have the right to influence the outcome? In addition to being clear about when and why you give up your legitimacy, you need to ask yourself when you can give up your legitimacy. Wajid khan Mp asks Should we have influence, or should we have the right to influence others? Can you do it?
#2 - Structural Forces
Structural forces manifest themselves in rules and regulations, grant agreements, policies, and the shaping of decision-making processes. Structural details also include broader decision-making structures within society (think government agencies, for example).
One of the most critical ways structural forces work on a small scale is in the meeting agenda-setting process, whether organized or collaborative.
Structural details can be visible (Sam sets the agenda), hidden (Sam sets the agenda but receives input from a select group of people), or invisible. (I assume you need a meeting agenda and only what you wrote down is valid i
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
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Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. MULTIPLE CHOICE. Read the following items carefully. Write the letter of the
correct answer on a separate sheet of paper.
1. It is the ability to achieve a desired outcome or ability to influence the
behavior of others.
a. Commitment
b. Compliance
c. Power
d. Resistance
2. This consequence of power refers to readiness or act of agreeing to do
something.
a. Commitment
b. Compliance
c. Referent Power
d. Resistance
3. What type of power is exercised if the target person complies because he or
she identifies with the agent and wants to gain the agent’s approval?
a. Coercive power
b. Legitimate power
c. Referent Power
d. Reward power
3. 4. What face of power are we dealing with if we consider conscious
actions that in some way influence the content of decisions?
a. Power as decision-making
b. Power as thought control
c. Power as agenda setting
d. Power as necessity
5. This face of power is the ability to influence another by shaping
what he or she thinks, wants, or needs.
a. Power as decision-making
b. Power as thought control
c. Power as agenda setting
d. Power as necessity
6. What type of power is manifested if the target person complies in
order to avoid punishments he or she believes are controlled by the
agent?
a. Coercive power
b. Legitimate power
c. Referent Power
d. Reward power
4. 7. What type of power is employed if the target person complies because he or she believes
the agent has the right to make the request and the target person has the obligation to
comply?
a. Coercive power
b. Legitimate power
c. Referent Power
d. Reward power
8. What consequence of power is considered as desirable outcome because of the trust and
emotional pledge that it causes?
a. Commitment
b. Compliance
c. Resistance
d. Referent Power
9. This consequence of power means to refuse or to oppose.
a. Commitment
b. Compliance
c. Referent Power
d. Resistance
10. This face of power is the ability to influence the desires of another person.
a. Power as thought control
b. Power as agenda setting
c. Power as decision-making
d. Power as necessity
6. You learned in Module 1 on the view about politics that
politics is in essence power. Power or its presence makes a
particular social behaviour or activity distinctively political.
Politics under this view is in essence power or the ability to
achieve a desired outcome.
7. Think of someone who can easily influence
the behaviours of people around him or
her. In 3-4 sentences, describe that
person. What do you think are the reasons
why that person is influential? Write your
answer on a separate sheet of paper.
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
8. Defining Power
Power in its broadest sense, as stated by Heywood
(2007) is the ability to achieve a desired outcome and is
sometimes seen as the ‘power to’ do something. He
further explained that in the context of politics and
governance, power is usually thought of as a
relationship: the ability to influence the behaviour of
others or having ‘power over’ people and the ability to
punish or reward.
9. Dimensions or Faces of Power
According to Heywood (2007), the
following are the various ways how power
is exercised by members of society. These
are called dimensions or faces of power:
Power as Decision-Making, Power as
Agenda Setting and Power as Thought
Control.
10. Power as Decision-Making
This face of power consists of conscious actions that in some
way influence the content of decisions. Identifying who has
power is done by analysing decisions in the light of the
known preferences of the actors involved. The implication of
this view of power is that the most powerful actors in society
are those whose opinion are considered and upheld in the
decision making. The powerful are able to get what they want
and make others behave the way they wanted them to.
According to Boulding (1989) as cited by Heywood (2007),
decisions can be influenced in a variety of ways distinguished
between the use of force or intimidation (the stick),
productive exchanges involving mutual gain (the deal), and
the creation of obligations, loyalty and commitment (the kiss).
11. Power as Agenda Setting
The second face of power as further discussed by Heywood
(2007) is the ability to prevent decisions being made: that is,
in effect, ‘non-decision-making’. This according to him
involves the ability to set or control the political agenda,
thereby preventing issues or proposals from being aired in
the first place.
12. Power as Thought Control
The third face of power, still according to Heywood (2007) is the ability to
influence another by shaping what he or she thinks, wants, or needs. This
is power expressed as ideological indoctrination or psychological control. In
political life, the exercise of this form of power is seen in the use of
propaganda and, more generally, in the impact of ideology which you
learned from Module 2.
13. Types of Power
According to French and Raven (1959)
as cited by Yukl (1989), there are
different types of power, namely: reward
power, coercive power, legitimate power,
expert power and referent power. Read
the power taxonomy below in order for
you to understand more about the types
of power.
14.
15. Consequences of Power
There are three consequences of power according to
Yukl (1989): compliance, commitment and
resistance. He further stressed that employing
certain types of power in particular ways may result
into these consequences. Study his explanations
below:
Compliance means readiness or act of agreeing to do something.
The two types of power most likely to cause compliance are
legitimate or position power and reward power.
Compliance with the order may occur if it is perceived to be
within the leader’s scope of authority.
Compliance is most likely to happen if the reward is
something valued by the target person.
16. Commitment is an even more desirable outcome
because of the trust and emotional pledge that it causes. It is
perceived as loyalty or a sense of dedication or devotion.
Commitment is most likely to be the consequence when the
powers used are referent and expert.
The common way to exercise referent power is merely to
ask someone with whom one has a friendship to do
something.
Expert power may result to commitment if the leader
presents logical arguments and supporting evidence for a
particular proposal, order or policy. It will depend on the
leader’s credibility and persuasive communication skills in
addition to technical knowledge and logical or analytical
ability.
Commitment is a very unlikely consequence if coercive
power is employed.
17. Resistance means to refuse or to
oppose. It is the most likely outcome
when coercive power is used in a hostile
or manipulative way. (Yukl 1989)
According to Heywood (2007), it is best
to use coercion power in preventing
behaviour that is harmful to the society
and well-being of the people such as
illegal and violent activities.
18.
19.
20. Answer the following questions. Write your
answers on a separate sheet of paper.
1. How does the study of faces or dimensions of
power help you understand more about the
concept of power?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
21. 2. What is the importance of having an idea about the
certain types of powers which may result into certain
consequences of power?
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
22. Think of someone who you think should receive an advice about the
importance of knowing the cause and effect relationship between the different
types of power and consequences of power. Write a “suggestion letter” to that
person. Write your output on a separate sheet of paper. Your output will be
graded using the criteria below:
Content - 25 Points
Structure - 10 Points
Word choice - 10 Points
Grammatical accuracy - 5 Points
Total - 50 Points