Power and Politics
Becoming the Boss
• Manager’s wield authority?
– Web of relationships
• Power comes from your position?
– Credibility counts
• Control your subordinates?
– Empower not control
• Treat subordinates differently?
– Equity matters; focus on team-level
I’m the Boss
• Don’t depend on formal authority
– People want more than a formal authority based relation: do you
care about me? Do you want to help me grow?
– They disagree with you
– They think other things are more important
– They don’t understand what you want: impossible to give
instructions that are so explicit as to obviate need for judgment
– Circumstances may change, robbing your directive of force.
– Many hate being bossed around.
– No compliance because of confusion
– Cannot generate genuine commitment or change or elicit others’
knowledge
– Being the sole boss places an impossible burden: now you have
to be right all the time.
Managing Your Boss: Office
Politics
• The just-world hypothesis (Melvin Lerner)
– It will catch up with them?
• Misleading books that overemphasize
authenticity and forthrightness
• It just ain’t me…
5
Jamie Turner Case
• A cautionary tale: MBA to rising star to jobhopping
underperformer…
• Interpersonal mismatch (but not inevitable) leading to
confusion and flawed interpertations of a new middle
manager in a challenging new job.
• Turner’s fails to understand and seek explanations for
his boss’s behavior at MLI and the bigger issues boss
is facing at Triple S
• The lack of a solid working relationship with boss
means that both perform poorly and the company
suffers
Perils of Interpersonal
Perception
•
Neither Cardullo nor Jamie understands the other (but each seems to think
he does: both think Turner’s marketing skills will save MLI)
– Carduillo was the champion at Triple S to favor MLI acquisition– leading MLI and own
$600 million division
– Pressures from COO Lipsky and CEO Oliver
– Carduillo: “importance of accurate cost estimates in calculating required margins” for
govt. contracts
– Turner: preoccupied with his own role and autonomy: commits marketing to improving
MLIs market share through higher volume, price reductions, resulting in lower margins
– Carduillo steps into Turner’s territory: takes over pricing (arbitary 24% margin; when
Turner complains, he answers: “when did I ask you to worry about volume?”)
– Implications of MLIs performance for succession plan involving Lipsky replacing Oliver
as CEO and Carduillo replacing Lipsky as COO
Steps for managing a difficult interaction
1. Identify the cause.
•
Ask whether you and the other person have differing:
–
Interests on an issue
–
Perceptions about what's critical
–
Motivations
–
Work styles
–
Communication styles
–
Life experiences and cultural backgrounds
•
Differing interests can be addressed by creative solutions that at least partially satisfy both individuals' interests. Other differences, when
discussed constructively, can lead to new understanding of one another's perspectives.
2. Decide whether to deal with the situation.
•
You should attempt to improve matters with the other person when:
–
You've dealt with your own contributions to the problem but the difficulty persists
–
You want to do what's best for the long run, not simply vent your feelings to achieve short-term emotional relief
–
Your working relationship with the other person is important and long term, and the stakes are high
–
There's hope of improving the situation because neither you nor the other person is profoundly troubled emotionally or has a long history
of destructive relationships with many people across a wide range of situations
3. Assess the facts.
•
With the other person, share perceptions of what's going on and explain where those perceptions are coming from. Cite information you're using,
experiences you've had, and assumptions about what's critical.
•
Also compare your intentions—you may discover that you have similar aims and priorities but are dealing with them differently.
•
Finally, acknowledge your contributions to the problem, and encourage the other person to do the same.
Steps for managing a difficult
interaction
4. Identify the emotions.
• During these early conversations, also describe the emotions you experience as a result of
the difficult interactions with the other person. Be sure to describe feelings
as your feelings, rather than make character judgments or accusations about the other
person. Invite the other person to do the same.
• Also consider defusing intense negative emotions you're experiencing—for example, by
reminding yourself that the other person has good intentions.
5. Deal with concerns about self-image.
• While clarifying the facts and emotions involved in a series of difficult interactions, also
address concerns about self-image. Rather than assuming that you're either competent or
incompetent, a good person or a bad person, and so forth, accept that everyone is a mix of
strengths and weaknesses and that each person makes mistakes. Probe for any concerns
about self-image in the other person as well.
6. Create a plan for change.
• Together with the other person, craft a plan for change based on your new understanding
about interests, motivations, and differences. Once you've decided on a plan that satisfies
each side's differing concerns and interests, determine how you'll measure success and
how you'll communicate going forward.
Unexplored Assumptions
•
•
Like two ships passing in the dark…
Turner doesn’t seem to appreciate the business and personal challenges
facing his boss… who may be in as much trouble as Turner if the
acquisition founders.
– Cardullo faces pressure from his boss/mentor, the COO Lipsky, and
from CEO Oliver. Hires Turner to relieve pressure and assumes
Turner’s marketing skills will save the acquisition.
– Cardullo signals importance of margins– the importance of accurate
cost estimates for calculating required margins for government
contracts.
– Turner: (over) confident from his past success seems mostly
concerned with his own autonomy and with boosting MLI’s market
share through higher volume and selective cost reductions. Fails to
appreciate the importance of the new context which might have led
to a clarification of how the marketing requirements at Triple S and
MLI might differ.
Unexamined Personal
Styles?
•
•
Turner: obsessed with his own career; overly confident
in his managerial skills
– Had difficulty with Lambowland colleagues
– Worsening relations with Julie Chin (Controller) and
Richard Garcia (exec. Asst.)
– Hires Bill Cook away from Chin
– Hires Swenson who irritates Chin by questioning
the company’s cash flow position
Cardullo: Conflict avoidant/neurotic
11
Style Matters
• Carduillo: Conflict avoidant; neurotic
• Turner: self-absorbed; unable to see how he is
contributing to his worsening situation (e.g.,
relations at Lambowland were poor); seems to
bait controller Julie Chin (who is in boss’s inner
circle) and executive asst. Richard Garcia (hires
Bill Cook away from Chin, over her protests;
stands by as product manager Swenson noses
aroun in Chin’s financial projections)
Ineffective Action Choices
• Many opportunities when things might
have gone differently… how might the two
have handled these situations differently?
13
Jamie Turner
Opportunities for Managing
Upwards?
• Earliest stages– e.g., interviews?
• When discussing taking charge of sales?
• When Swenson suggested that company’s cash position was
perilous?
• Regarding Carduillo telling Ernie Denis to change inventory system?
• When Carduillo objected to pricing order below break-even back in
July?
• When Carduillo demanded to be in staff meeting to see how Jamie
handled the leaking of sensitive information?
• When Carduillo took over pricing in early August?
• When Swenson was told she would be reimbursed for lunch?
• When Kansas City salesforce was fired?
Steps for using active listening
1. Listen to the other person.
•
Give the other person your full attention—resisting any urge to interrupt, plan your next comment, or judge the other person. Use
nonverbal behavior—such as learning forward, nodding, and so forth—to demonstrate that you're really listening.
2. Get the other person to clarify his or her position.
•
Ask open-ended questions to encourage the other person to clarify his or her position and interests regarding the issue that is at the
heart of your conflict. Start your questions with phrases such as:
–
–
–
–
–
"Tell me about . . ."
"Explain . . ."
"How do you feel about . . ."
"Describe . . ."
"What happened when . . ."
–
–
"As I understand it, your position is . . ."
"You seem to be concerned about . . ."
3. Paraphrase to show your understanding.
•
Periodically paraphrase what you're hearing, being sure to reflect the emotions as well as the content of the message. For example:
If the other person disagrees with your paraphrasing, ask him or her to clarify the point. Then paraphrase again to see if you understand
the message.
4. Determine whether your interpretations are becoming more accurate.
•
As the discussion progresses, listen for signals that your interpretations of what you're hearing are becoming more accurate. Comments
from the other person such as "That's exactly what I meant" and "That's right! I think you understand my problem" indicate that you've
practiced good active listening. Body language such as smiling, nodding, and sighs of relief also suggest that you're on the right track.
•
Jamie Turner: Key
Lessons
•
•
•
•
How a lack of shared assumptions and expectations, if
not explicitly developed, can hinder effective
communication. The importance of seeing the forces
operating on the boss from the boss’s perspective.
How differences in personal managerial styles (e.g.,
Turner’s self-absorption; Cardullo’s conflict
avoidance/mercurial nature) can cause a subordinateboss relationship to degenerate.
To appreciate the importance of managing upwards
and laterally.
How to communicate: Don’t present litany of your
complaints; learn to appreciate the other’s perspective
A Checklist for Managing BossSubordinate Relationship
•
•
•
Make sure you understand boss/subordinate and her context
– Goals and objectives
– Pressures
– Strenths, weaknesses, blindspots
– Work style
Assessing yourself and needs
– Strengths and weaknesses
– Personal style
– Predisposition towards authority
Develop relations that..
–
–
–
–
Fit both of your styles and needs
Is characterized by mutual expectations
Keeps your boss informed
Selectively uses your boss’s time and resources
cf. Gabarro and Kotter, 1980
© Michael E. Wasserman, 2010
22
Org. Design and Conflict
• Apple-Orange Exercise
© Michael E. Wasserman, 2010
23
Power Play
• Power: the ability to get things done [your
way]..
• Why people shy away from power:
– The just world belief
– The (bullshit) leadership literature on
authentic leaders, etc.
– Self-handicapping
• Make your peace with power
– You need: substantive business knowledge so
Power Play
•
The exercise of power:
– Mete out resources
– Shape behaviors through reward and punishment
– Advance on multiple fronts
– Surprise! Make the first move
– Co-opt antagonists
– Remove rivals
– Don’t draw unnecessary fire
– Use personal touch
– Persist
– Make important relationships work
– Make the vision compelling
Sources of Power
• Legitimate – This comes from the belief that a person has
the right to make demands, and expect compliance and
obedience from others.
• Reward – This results from one person's ability to
compensate another for compliance.
• Expert – This is based on a person's superior skill and
knowledge.
• Referent – This is the result of a person's perceived
attractiveness, worthiness, and right to respect from others.
• Coercive – This comes from the belief that a person can
punish others for noncompliance.
Determinants of Power at Work
Sources of positional power:
• Formal authority – position in hierarchy and prescribed responsibilities
• Relevance – relationship between task and organizational objectives
• Centrality – position in key networks
• Autonomy – amount of discretion in a position
• Visibility – degree to which performance can be seen by others
Sources of personal power:
• Expertise – relevant knowledge and skills
• Track record – relevant experience
• Attractiveness – attributes that others find appealing and identify with
• Effort – expenditure of time and energy
©Whetton and Cameron, Developing Management Skills: Gaining Power and Influence, New York, Harper
Collins Publishers 1993
Cialdini’s book “Influence”
Given the propensity towards fixed action responses…
Weapons of Influence:
1.Reciprocity– e.g., the “rejection then retreat” technique.
2.Commitment (active, public, effortful) and consistency– e.g., Festinger
and Carlsmith.
3.Social proof: action correct if others are doing it.
4.Liking (attractiveness, homophily, flattery)
5.Authority
6.Scarcity
Which Network Positions are
Important and Why
Krackhardt’s “Kite Network”:
Which Position is Best (and why)?
THE 38TH ANNUAL
CRIME LABORATORY DEVELOPMENT SYMPOSIUM
SEPTEMBER 21-23, 2010 -- CINCINNATI, OHIO
THE 38TH ANNUAL
CRIME LABORATORY DEVELOPMENT SYMPOSIUM
SEPTEMBER 21-23, 2010 -- CINCINNATI, OHIO
THE 38TH ANNUAL
CRIME LABORATORY DEVELOPMENT SYMPOSIUM
Centrality Measures for the preceding “Kite Network”
1
2
3
4
Degree Closeness Betweenness Eigenvector
------------ ------------ ------------ -----------1A
33.333
50.000
0.000
40.423
2B
44.444
52.941
2.315
49.810
3C
44.444
52.941
2.315
49.810
4D
33.333
50.000
0.000
40.423
5E
66.667
60.000
10.185
68.027
6F
55.556
64.286
23.148
56.242
7G
55.556
64.286
23.148
56.242
8H
33.333
60.000
38.889
27.699
9I
22.222
42.857
22.222
6.799
10 J
11.111
31.034
0.000
1.579
For the formulas used to compute these centrality measures,
see: http://en.wikipedia.org/wiki/Centrality [I won’t ask for
Formulas on the exam]
SEPTEMBER 21-23, 2010 -- CINCINNATI, OHIO
Managing Peers
The Kay Sunderland Case
Kay Sunderland
Account Director, Attain Learning
Mike Morgan
Content Development Director, Attain
© Michael E. Wasserman, 2010
34
Juan Nunez (CLO, Gramen)
John Chama (COO, Attain)
Kay Sunderland’s Work Network
Caroline
CEO
Outside
John
COO
Nunez
’s boss
Juan
Nunez
Kay
Sunderland
, Account
Director
Account
Executive
Assistant
AE
Inside
Morgan
Content
Dev Dir
Event
Planning
Dir
Tech Dir
Content
area
specialists
Content
Dev
team
The Network You Need
• Whose cooperation do I need?
• Whose compliance do I need?
• Whose opposition can thwart my work plans?
• Who needs my cooperation and compliance?
© Michael E. Wasserman, 2010
39
The Networking Landscape
Internal
External
Peers
Subordinates
Superiors
Your connection to:
Suppliers
Customers
Stake holders
- Government officials
- Judges; Lawyers; Police
- Content Experts
- Leaders at other labs
Teams
Departments/Divisions
Your groups’ connections to:
Suppliers
Customers
Stake holders
- Government officials
- Judges; Lawyers; Police
- Content Experts
- Leaders at other labs
InterPersonal
InterGroup
© Michael E. Wasserman, 2010
40
Influence tactics
Push style:
Persuading – proposing, reasoning
Asserting – stating expectations, evaluating,
using incentives and pressures
Pull style:
Bridging – involving, listening, disclosing
Attracting – finding common ground,
visioning
Copyright © 1988, Situation Management Systems Inc., Hanover, MA
Exchange Currencies
• Inspiration-related: provide meaning to others’
work
• Task-related: provide assistance directly
connected to getting the job done
• Position-related: enhance others’ position in the
organization
• Relationship-related: strengthen the relationship
• Personal: enhance others’ sense of self
©Cohen and Bradford, Influence without Authority, New York: Wiley and Sons, 1990
Building partnerships – think and act
like a partner
• Assume partner’s basic competence and best
motives
• Value partner’s different perspectives and talents
• Bring problems to partner’s attention promptly
• Fight hard to prevent partner from making a
mistake
• Be honest in letting partner know how both of
you are doing
• Consider foremost the welfare of the enterprise
©Cohen and Bradford, Influence without Authority, New York: Wiley and Sons, 1990
Goals
• Managing people over whom you have no
formal authority
• Start visualizing power dynamics at work
• How to exercise influence
• How to tailor style to situation?
Action Alternatives
Action
- Leave Morgan immediate
message: Don’t call again!
- Morgan: Come see me
- Get more information?
- Involve Chama?
- Push or Pull Morgan?
- Which currency to use?
Pros
Cons
Context
Goals
Risks
-
Client Responsiveness
Lose/piss off client
Preserve/enhance
relation with Morgan
Morgan
quits/complaints
-
Tough Economy
Managing “creatives”
Culture: in transition from
entp to profesional
Gramen needs fast
turnaround
High stakes project
Alienate Morgan’s
minions
Sunderland
Morgan
Nunez
- High stakes account
- ??
- High stakes; long term
-MBA, sales past at IBM
- Loves entrep. culture
- CLO Landscape/ag.
Manufacturing co.
- Push style of influence
-Push with Kay; Pull with
others?
- Push?
-Good track record;
appointed to proj. by
Chama
- Sole content developer;
key to the “technical
core”; understaffed
- Pet project:
-Brought in to
professionalize
- Has to get clients to
take risks; and protect
staff
- Pressure from boss?
Key Elements of a Good Action Plan
•
•
•
•
•
Analysis/diagnosis
Identify assumptions and what-ifs
Periodically reassess in light of latest info.
Have you defined objectives long-term and short-term?
Have you developed a strategy?
– Is action plan feasible given constraints/opportunities and sources of
power?
• Assess the likely impact of your plan
– Aware of tradeoffs? Direct and indirect consequences
– Carefully documented the stakes and risks involved?
• Taken important contingencies into account? What’s probability of
success at each stage? Alternative contingency plan/s?
• Easy to have goal displacement– reevaluate periodically
Managing your Network Portfolio
Current Contact Invest
© Michael E. Wasserman, 2010
Hold
Divest
48
Managing Ties Among Others
Relation (between X and Build
Y)
© Michael E. Wasserman, 2010
Prune
49