The document discusses the three faces or levels of power: 1) Issue power which is direct decision-making authority. This can be seen as an "open face". 2) Agenda power which is the ability to control and influence decisions by setting the agenda behind closed doors. This is a "secretive face". 3) Manipulation power which is using subtle psychological tactics to manipulate public opinion and shift values before a decision. This is a "deceptive face". The three levels illustrate how easily power can become corrupt as politicians may compromise values for political gain. Understanding these faces is important, and one should be wary of cynicism while also avoiding manipulation when exercising power.

1. PHILIPPINES AS
A STATE
has the necessary force, power, and authority

2. INTERPLAY:
STATE HAS FORCE
EXERCISED IN THE NAME OF
LAW, FORCE BECOMES
POWER, AND THE
RECOGNITION OF THIS
POWER IMPLIES OUR
OBLIGATION TO SUBMIT TO
THESE RULES WHICH
CREATES AUTHORITY

3. POWER

5. WHEN CAN
YOU SAY
THAT
SOMEONE IS
POWERFUL?

6. AT PRESENT,
WHO DO YOU
THINK IS THE
MOST
POWERFUL
PERSON IN THE
WORLD?

7. DEFINITION OF
POWER
Is the ability of A to make B do something that
otherwise B would not do.

8. POWER
AND
RELATED
THEMES

9. 1. Power as a
Force
• Is the capacity impose one’s will on
others by reliance on effective
sanctions in case of non-
compliance

10. Power as an
influence
• To change the behavior of others
through their consent by
persuasion rather than the exercise
of coercion

11. Power as
authority
• Actor B’s voluntary compliance
with directives (prescriptions,
orders) issued by Actor A, nurtured
by B’s perceptions regarding A
such as respect, solidarity,
affection, affinity, leadership,
knowledge, expertise

12. FORMS OF
POWER

13. Legitimate
power
• . It is a power that comes from one’s
organizational role or position. This is the
typical command and control type of power.

18. Power of
Rewards
• the reward power or the ability to grant a reward,
such as an increase in pay, a perk, or an attractive job
assignment. In short, if a person sees reward/value by
doing the action obliged to him/her, the person
commanding the task will be powerful

21. Coercive
power
• coercive power or the ability to take something away
or punish someone for noncompliance. It often works
through fear, and it forces people to do something
that ordinarily they would not choose to do. These
coercive leaders rely on threat, abuse, bullying to
force someone to something beneath them.

26. Power of
expertise
• expert power comes from knowledge and skill. These
are the highly skilled individuals that have the power
over others in term of persuasion or influence because
of trust and respect brought by their credentials.

31. Power of
Information
• Information power is similar to expert power but
differs in its source. Experts tend to have a vast
amount of knowledge or skill, whereas information
power is distinguished by access to specific
information. This could be positive or negative
propaganda, knowledge of opponents' strategy that
others can make used of to control their opponents
making them in the favorable end.

36. Referent
Power
• referent power. This power is often called charisma—
the ability to attract others, win their admiration, and
hold them spellbound. In short, it is the cult
personality possessed by people to establish loyalty
within them

42. CLASSIFICATION
OF AUTHORITY

43. Rational-
Legal
authority
• Explicit and has the right to give orders and have them
obeyed by virtue of an office held within a system of
deliberately framed rules which set out rights and duties.
Bureaucracy is the best example.
• The office the individual holds is important not the
individual himself/herself.

44. Traditional
Authority
• Exists when a person, such as a king or a tribal chief, holds
a superior position of command in accordance with long
tradition and is obeyed because everyone accepts the
sanctity of the tradition. Religious authority is of this kind.

45. Charismatic
Authority
• Rests on the possession of exceptional personal qualities
that cause a person to be accepted as a leader.There may
be qualities of outstanding heroism, intellect, oratory that
bring a following of loyal devotion in politics, in wars and
other kinds of enterprise.The charismatic leader has the
gift of divine grace and extraordinary qualities.

46. Faces of Power

47. 1. ISSUE
power as a 'relation among people'. It is
the ability of one person to achieve
compliance by others who change how
they behave as a result of the power
being exerted. It can be seen in systems
of ruling elites, where few people have
significant power. As such, power is
direct, with identification of an issue and
a singular response to this. It is, in
essence, about making decisions.

48. In governmental power, this can be seen when the government
decides, typically through law-making, that requires obedience
by the broader population. Such decisions may be debated
openly with opportunity for consultation and challenge along the
way. Despite this openness, the focus is still on decision
This be an 'open face', where it is clear who is making the
decision and why they are making it. As this can be seen, it is
more likely to be trusted and consequently obeyed with little
question.

49. AGENDA
subtle system of power, where
decision is made within a complex
system. In this situation, power is not
just about making decisions, but also
about setting the agenda that leads
to decisions. In other words, if you
can control the context within which
decisions are made, then you can
influence those decisions.

50. In governmental power, this can be seen in decisions made 'behind
closed doors' and in the 'corridors of power', where who is deciding
and why is seldom clear. In such contexts, power is held not only by
elected officials but also by the whisperers and assistants who set up
meetings, shape agendas and write the minutes.
This be a 'secretive face', where it is not clear who is making the
decision. This can lead to problems as other people suspect that there
are corrupt elements to the choice, such as those based on political
agendas and personal gain.

51. MANIPULATION
that of even more subtle aspect
of manipulating the psychology
of anyone and everyone affected.
This be similar to the Marxist
view of ideological power, where
the ability to control what people
think of as being 'right' can lead
to acceptance of biased decisions
without question.

52. In governmental power, this appears in propaganda, spin and crafting of
speeches that are deliberately designed to change minds before the decision is
announced. For example if legislation against trade unions is planned, then a
provocative rhetoric of how these unions cause problems may be started some
time beforehand. Any union action then plays directly into the government's
hands.
This is a 'deceptive face', where trickery and psychological methods are the
primary tool in shifting values and changing what people consider to be
important. The problem with this method is that when it is discovered, it can lead
to a sharp loss in trust and consequent betrayal effects

53. The three levels of power illustrate the descent into corruption that
tempts many politicians. A typical political situation is that other
politicians will only support your legislative attempts if you support
theirs, even if this means going against your values. Such horse-trading
is common and, while expedient, can cause politicians to lose credibility
over the longer term.
When you seek to understand power, take account of these three faces.
Also beware of your own cynicism in suspecting trickery everywhere.
When you exercise power, you can consider all three faces, but beware
of the dangers of corruption and betrayal when working at the deeper
levels

54. PHILIPPINE
CONSTITUTION

55. 3 BRANCHES OF
THE
GOVERNMENT