BrokerRole PassiveActive

1
Broker RolePassive---------------------Active

• Power Mine---------Maintain------------Build
• Influencing Passive-------------Active
• Position power Limited----------------Extensive
• Personal power Limited----------------Extensive
• Networking Limited/Emergent ----------------------
  ---------------Systematically cultivated
• Supervisors Passive----------------------Active
• Peers Passive--------------------Acti
  ve

2
Broker RolePassive---------------------Active

• Negotiating Power based--------------------------
  ----Joint payoffs
• Dialogue conditions Unsupportive------------
  ---------------Supportive
• Purpose Defuse/Conflicting-----------
  ------------------Clear/Mutual
• Respect Limited/blaming------------
  ---------Extensive/problem focused
• Meaning Defuse/different-------------
  ---------Clear/common
• Negotiation approach Constrained---------------
  --------------Exploration
• Focus People-------------------------------------
  --Problem
• Issues Positions/means------------
  --------------------Interests/goals
• Alternatives Single option---------------------Ma
  ny options/dovetail needs
• Solution criteria Subjective/Personal
  values---------------Objective standard
• Communicating Emergent----------------------------
  -----------Planned
• Set Unplanned-----------------------------------
  ----Designed
• Climate Hostile/neutral----------------------
  ---------------------Rapport cultivated
• Credibility Negative/Unknown--------------------
  --------------- Authoritative
• Content Theme emerges-----------------------
  -----------------Roadmap provided
• Support Impoverished-----------------------------
  ---Rich
• Sequence Unplanned------------------------------O
  rdered
• Access Standard model------------------------Cust
  om designed
• Polish Rough-----------------------------------Ho
  ned down

3
Contrasting styles of exercise of power
influence

• How to win friends influence people without
  trying (politics in a bureaucratic setting)
• Machiavelli, The Prince (operating in a turbulent
  environment)
• JR in the television series (playing the
  political game without morality)
• The God father movies (combining reciprocity with
  coercion)

4
Use and Abuse of Power

• Use--Powerful Mangers
• Intercede favorably on behalf of someone in
  trouble
• Get approval for expenditures beyond the budget
• Get items on and off the agenda at policy
  meetings
• Maintain regular, frequent contact with top
  decision makers

• AbusePowerful managers are
• Insensitive to others
• Cold, aloof, and arrogant
• Betray others trust
• Unable to delegate to others or to build a team

5
Model of Power and Influence

• Source of Personal Power
• Expertise
• Personal Attraction
• Effort
• Legitimacy
• Networking
• Role negotiation
• Communication
• Judgment

• Sources of Position Power
• Centrality
• Criticality
• Flexibility
• Visibility
• Relevance

Gaining Power
Power of an Individual
Transforming power into influence
Increasing Upward influence
Effects on attitudes behavior
6
Degree of Position Power

• Centrality establishing a network of task
  relationships
• Criticalityimportance of the activities
• Flexibility freedom to exercise ones judgment
• Visibility interacting with influential people
  in the organization
• Relevance working on the central objectives and
  issues in an organization

7
Position powerLimited----------------------Extens
ive

• Centrality of activities
• Peripheral------------------------------ Central
• Criticality of activities
• Marginal ---------------------------------critica
  l
• Flexibility
• Rigid ------------------------------- -------
  flexible
• Visibility
• Low --------------------------------------- high
• Relevance significance of activities
• Limited -------------------------------------exten
  sive

8
Sources of Personal PowerLimited-----------------
---Extensive

• Expertise work related knowledge
• Effort doing whatever it takes to get the job
  done
• Legitimacy taking action congruent with the
  prevailing value system
• Attraction charisma, agreeable behavior,
  physical characteristics
• Role negotiationdegree of adaptability in
  adjusting to different roles
• Networkingdegree that trading relations are
  systematically established
• Judgmentdegree of balance, rush to conclusions,
  letting go the past, constraints in framing
  problems.

9
Personal powerLimited------------Extensive

• Expertise Limited --------------
  Extensive
• Effort continuity Limited --------------extens
  ive
• Role Negotiation Ridged--------------
  flexible
• Attraction Dour/unattractive------------
  ------ Charismatic/personable/attractive
  physically
• Legitimacy Limited -----------
  extensive
• Networking Limited-----------extensive
• Communication
• Nonassertive----------------------------
  assertive
• Nonsupportive--------------------------
  supportive
• Judgment Poor ------------ excellent

10
JudgmentPoor-----------------------Excellent

• Framing of problems issues
• Operate w/in constraints-----pressing constraints
• Collecting information Limited/rapid
  closure---------------- extensive/cross
  checking/slow closure
• Balance Narrow limited-------------- broad
  cosmopolitan
• Grievance list Extensive/ accumulative----------
  ----------------------------------
  nominal/written off

11

• Enhancing your personal power in the organization
  by
• Expertise--Developing an area that are the
  acknowledged expert cultivating critical
  skills.
• Networking--Fostering friendship (genuineness,
  intimacy, acceptance, validation of self-worth,
  tolerance, social exchange).
• Attractiveness--Enhancing your personal
  appearance.
• Effort--Putting forth more effort than expected.
• Legitimacy--Reinforcing core organizational
  values using stories and ceremonies to socialize
  new members.

12

• Increase the centrality and criticality of your
  position
• Networking
• Expand your network of communication contacts.
• Route information through you (act as a clearing
  house).
• Taking on tasks critical to the work flow
• Making at least part of your job responsibilities
  unique.
• Increasing the technical sophistication of your
  work.

13

• Increasing the latitude and flexibility of your
  job
• Initiate new ideas.
• Get involved in new projects.
• Participate in the early stages of
  decision-making processes.
• Seek unusual and design-oriented jobs, rather
  than those that are repetitive and
  maintenance-oriented.

14

• Increasing the visibility of your job
  performance
• Expand contacts with senior people.
• Make oral presentations of written work.
• Participate in problem-solving task forces.
• Involve senior managers in recognizing important
  accomplishments within your work group.
• Send personal notes of congratulations
• Compose cover notes providing useful information
  that accompany reports

15

• Increase the relevance of your tasks to the
  organization
• Become an internal coordinator or external
  representative.
• Provide services and information to other units.
• Expand the domain of your work activities.
• Become involved in activities central to the
  organizations top priorities.
• f. Become a trainer or mentor for new members.

16

• To develop influence with your boss
• Initiative
• Be faster than expected on assignments
• Solve problems whose solutions arent expected or
  requested.
• Generate creative ideas
• Complementing your bosss job style
• Diagnose your bosss strengths, weaknesses
• Complement his/her weaknesses
• Maintain trustworthiness
• Balance keeping your boss informed screening
  unwanted or unimportant matters.
• Listen to multiple perspectives from multiple
  sources.

17
Broker role

• Negotiating approaches
• Negotiation processes for compromise
  collaboration

18
Negotiating Approaches
Assertive
Collaborating
Forcing
Compromising
ASSERTIVENESS
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
COOPERATIVENESS
19
Forcing

• An attempt to satisfy personal or group interests
  at the expense of the other party
• Use of power--formal authority, physical threats,
  manipulation, etc..
• If you win, the other party is defeated
• Approach leads to adverse unanticipated
  consequences
• Return

20
Avoiding

• Neglects the interests of both parties by
  sidestepping the conflict or postponing a
  solution
• Used on minor issues, or by managers that are
  unable to handle conflict
• Problems dont get resolved
• On minor issues, usually of little consequence
• On major issues, they surface again often in more
  extreme form
• Return

21
Accommodating

• Satisfies the other partys concerns while
  neglecting your own
• Emphasis on preserving a friendly relationship at
  the expense of resolving issues
• Other party may take advantage of your
  permissiveness escalate the demands
• Return

22
Compromising

• Tries to bring partial satisfaction for both
  parties by joint accommodation, or trading
• Participants seek expedient solutions, but ones
  that they can live with
• Often results in game playing where excess
  demands by both parties are made to lay the
  middle ground for compromise.
• Errors of judgment can lead to intense conflict
  that are resolved by power.

Return
23
Collaborating

• Address the concerns of both parties
• Avoids assigning blame
• Focus is on problems
• The goal is to arrive at a solution that is a
  win-win for both parties
• Creates a positive climate for resolution of
  future problems
• Return

24
Collaborative Negotiations Power
based/win-lose----Joint payoffs/win-win

• Dialogue conditions Unsupportive----------------
  ----Supportive
• Purpose Defuse/Conflicting-----------
  ------------------Clear/Mutual
• Respect Limited/blaming------------
  -Extensive/problem focused
• Meaning Defuse/different-------------
  ----------------Clear/common
• Negotiation approach Constrained---------------
  ---Exploration
• Issues Positions/means------------
  ---------------Interests/goals
• Alternatives Single option---------------Many
  options/dovetail needs
• Solution criteria Subjective/Personal
  values---------Objective standard

25
Dialogue conditions Unsupportive--------------
-------Supportive

• Respect--separate the people from the problem
• Avoid the blame game where differences are
  personalized prejudices move to the forefront
  dominate the exchanges
• Purposeclarify the goals prioritize their
  importance on part of both parties
• Active listeningsort out what is important to
  the other party
• Meaning understandingdo the parties understand
  each othercontent motives (in contrast to
  accepting the positions each is developing)?

26
Negotiation approach Constrained--------------
-------Exploration

• Establish super ordinate goals
• What do the parties share in common?
• E.g. A constructive working relationship
• The competitive viability of the firm
• Focus on interests, not positions
• Positions are demands/assertions
• Interests are the reasons behind demands
• E.g. Demands for affirmative action vs.
  underlying issue that discrimination isnt
  practiced

27
Framework for Collaborative Problem Solving

• Generate alternatives--invent options for mutual
  gains
• Think out of the box (beyond traditional
  solutions)
• Brainstorm to generate more alternatives
• Use objective criteria for evaluating
  alternatives
• Shift focus from what I want to what is fair
  makes sense
• Define success in terms of real gains, not
  imaginary losses

28
PRESENTATIONS A SPECIAL CASE OF COMMUNICATION

• Communication--Interactions between two or more
  persons or groups.
• It is a two way process of one to one/few/many
  where two major functions are undertaken
• Information exchange and role negotiations.
• The latter immensely complicates the information
  exchange process.
• A------------------------------B
• -------------------------------

29
Presentations

• A more restrictive and limited case of
  communication.
• It is usually a one way process (one to
  one/few/many) with the emphasis on one to many.
• Roles are largely predefined by the
  initiator-presenter and the context
• Varying degrees of passive acceptance active
  rejection of the predefined roles of presenter by
  the audience.
• The content of the information is mostly
  controlled by the presenter
• Limited opportunity or use of feedback to adjust
  roles or the content of information that is
  transmitted.

30
Typical examples of predefined roles

• Initiator/presenter Recipient/audience
• Teacher Student
• Manager Employee
• Coach Player
• Social worker Client
• Sales agent Customer

31
Techniques communication presentations
32
Broker RolePassive---------------------Active

• Communicating Emergent----------------------------
  --Planned
• Set Unplanned-----------------------------------
  ----Designed
• Climate Hostile/neutral--------------------------
  -----Rapport cultivated
• Credibility Negative/Unknown--------------------
  Positive/Authoritative
• Content Theme emerges------------------------
  ----Roadmap provided
• Support Impoverished------------------------------
  -------------Rich
• Structure Unstructured----------------------
  ---------------structured
• Sequence Unplanned--------------------------------
  -----------Ordered
• Access Standard/few visuals --custom
  designed/rich visuals
• Polish Rough/unorganized------------------Honed/or
  ganized