1503043
Description
Mind Map by Hannah Stuart, updated more than 1 year ago
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Created by Hannah Stuart
over 10 years ago
|
|
Organisations
as Political
Systems
- POWER
- "power tends
to corrupt and
absolute
power
corrupts
absolutely
- Narcissism:
Having excessive
or erotic interest
in oneself
- The natural desire
to achieve status or
power
- The natural desire
to achieve status or
power
- We shouldn't
avoid power but
instead play the
game well... three
types of
awareness
- 1. Naive (50%)
- 2. Cynical (40%) --> out
loking for power play
and htink everyone's out
to stab them in the back,
they must 'strike first'
before someone else
does
- 3. Power is like a car... i takes you from A
to B and it can be used to get you where
you want to go, it can be used to save
lives, or take them - it is not inherently
good or evil: only what we use it for is
inherently good or evil - Ethically this can
be of important concern (it should be used
wisely)
- 1. Naive (50%)
- Only proviso: believe in the
idea with which you are
exerting your efforts and
utilizing power. Don't see
influence as bad but instead
being a strategic means by
which you can push ideas you
believe in
- Exhibit A: Robert Mugabe
- "I don't make
enemies. Others
make me an enemy
of theirs"
- "I don't make
enemies. Others
make me an enemy
of theirs"
- Exhibit B: Nelson Mandela
- "For to be free is not merely
to cast off one's chains but to
live in a way that respects
and enhances the freedom of
others"
- "For to be free is not merely
to cast off one's chains but to
live in a way that respects
and enhances the freedom of
others"
- "power tends
to corrupt and
absolute
power
corrupts
absolutely
- Influence
- 6 things that drive influence:
- 1. Liking (driven by
mutual respect,
commonality)
- 2. Expertise (e.g. the power
of knowledge; can be
powerful provided the
expertise are required)
- 3. Incrementalism
(asking a series of a little
questions rather than
the big one)
- 4. Scarcity (you
providing something
thats in scarce supply)
- 5. People
(Having others
back your idea)
- 6. Symbols (e.g
wearing the
Rolex or owning
the Maserati)
- 1. Liking (driven by
mutual respect,
commonality)
- 6 things that drive influence:
- Traditional Positions of
Organisational Power and
Politics
- Should not be either naive nor cynical -
seeing power as to be only used in a
negative way but instead view it as the
ability to get things done: to use infomal
influence
- There are people
who use their
power to move
society forward
- office politics is simply about
getting from here to there: securing
a promotion, seeing an idea come to
fruition, or gaining support to make
an organizational change. Playing
the game well is about defending
your position, earning respect,
exchanging favours, and keeping
your sanity amid the chaos
- Should not be either naive nor cynical -
seeing power as to be only used in a
negative way but instead view it as the
ability to get things done: to use infomal
influence
- The invisible reality
- The idea that organisations are
supposed to be rational
enterprises in which their
members seek common goals
tends to discourage discussion of
political motive. Politics, in
short, is seen as a dirty word.
- Most people
working in an
organisation
readily admit in
private that they
are surrounded by
forms of “wheeling
and dealing”
- Most people
working in an
organisation
readily admit in
private that they
are surrounded by
forms of “wheeling
and dealing”
- The idea that organisations are
supposed to be rational
enterprises in which their
members seek common goals
tends to discourage discussion of
political motive. Politics, in
short, is seen as a dirty word.
- Test of Ethics
- Test one: Your objective - Why?
- Test two: The perception of others - Who?
- Test Three: Your sense of 'fair-play"
- Test Three: Your sense of 'fair-play"
- Test two: The perception of others - Who?
- Test one: Your objective - Why?
- Two faces of power
- Personalised power
(Self-serving, damaging to
others, back-stabbing)
- Socialised power (For the
general good, used to get
things done, overcomes
gaps in the system, sense of
justice)
- Personalised power
(Self-serving, damaging to
others, back-stabbing)
- Democracy at work
- Sat in on the meetings: they never got
anywhere. Stuck still on trivial issues because
everyone had equal say. Was very
disillusioned to see… The issue of cash flow
which was the issue that was going to put
them out of business got to deferred to next
weeks meeting. That meeting was all about
plastic grass in the store. Unconvinced about
the notion of full democracy in practice, even
if it does seem okay in theory…
- Sat in on the meetings: they never got
anywhere. Stuck still on trivial issues because
everyone had equal say. Was very
disillusioned to see… The issue of cash flow
which was the issue that was going to put
them out of business got to deferred to next
weeks meeting. That meeting was all about
plastic grass in the store. Unconvinced about
the notion of full democracy in practice, even
if it does seem okay in theory…
- political skill development
- Force-field analysis (Understanding
motivations of different interest
groups
- Source of power (building your power base)
- Nature of conflict (what drives
conflict and what to watch out
for)
- Force-field analysis (Understanding
motivations of different interest
groups
- Source of power: 1. Power
of position, 2. Power of
reward, 3. Power of
punishment/coercion, 4.
Power of expertise, 5.
Power of charisma and
idea (a.k.a. Referent
power), 6. Control over
boundaries
- 7. Ability to cope with
uncertainty, 8. Control over
technology, 9. Social Networks,
10. Control of
counter-organisation, 11.
Control of symbols and
Meaning
- 7. Ability to cope with
uncertainty, 8. Control over
technology, 9. Social Networks,
10. Control of
counter-organisation, 11.
Control of symbols and
Meaning
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