Tricia S. Jones, Temple University, copyright protect, March 2006 Power in Interpersonal Conflict People differ in their orientations to power People are often uncomfortable about power issues People don’t like to acknowledge or discuss power dynamics People often view power in a way that increases their discomfort

Tricia S. Jones, Temple University, copyright protect, March 2006 Assumptions About Power Power is present in all social interaction Power is not inherently positive or negative Power is a product of the interpersonal relationship Productive power balancing can occur by expanding individual and relational power Too much or too little power makes conflict management difficult

Tricia S. Jones, Temple University, copyright protect, March 2006 Assumptions About Power, cont’d. Any source of power can erode once it is used. The more you try and use your power the more erosion takes place Power can be exercised directly or indirectly

Tricia S. Jones, Temple University, copyright protect, March 2006 A Relational View of Power Power is conferred by those who endorse the resources.  When they stop valuing the resource you cannot use it to influence them.  If you increase their value of the resource, you increase your power What is valued, how much, and by whom is constantly changing in relationships

Tricia S. Jones, Temple University, copyright protect, March 2006 Power Currencies Expertise – influence because of general knowledge Information – influence because of specific knowledge Reward/coercion – influence because of ability to reward or punish someone Connection – influence because who you know Referent – influence because of personal charisma or belonging to an influential group Legitimate – influence because of your organizational position

Tricia S. Jones, Temple University, copyright protect, March 2006 How can you increase your power? Decrease your dependence on the other by: Changing your goals Finding outside sources to meet your needs Making due with less Finding substitute resources Hide your needs of the other, be more circumspect Develop skill bases Increase your ability to provide what they value Eliminate competitors for what they value

Tricia S. Jones, Temple University, copyright protect, March 2006 Four modes of power tactics Compel the other to respond regardless of what the other wants Elicit the other’s compliance by communicating the potential use of direct force Employ power without ever making the use of the power explicit Use your power to hide issues or information.