Are you ever stuck in conflicts that seem unresolvable? Do you sometimes wonder about the cause of a conflict, but can’t put your finger on it? Do you ever avoid particular people because the interactions are unpleasant? In most work environments, power dynamics are an issue we have to manage. Sometimes these dynamics are unseen and unspoken. At their best, power dynamics can be used to build productive relationships, influence others in positive ways, and interact with political savvy. At their worst, power dynamics can result in limited, black and white thinking, bullying and ultimatums in the workplace.

1. Understanding Power Dynamics at Work
Claudette Rowley
September 12, 2012
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Claudette Rowley
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5. Understanding Power
Dynamics at Work
PRESENTED BY CLAUDETTE ROWLEY
FOR NONPROFIT WEBINARS
SEPTEMBER 12,2012
1-2PM ET

6. Key Take Aways
 Understand power dynamics – how do we define
them and how do we decipher them?
 Learn how to effectively deal with common power
dynamics at work.
 Recognize your role in positive and negative power
dynamics and how to shift that role if needed.

7. How Do We Define Power?
1. Designated power (power given by your position)*
2. Distributive power (either/or power)
3. Integrative power (both/and power)
*Definitions from Interpersonal Conflict by Wilmot & Hocker

8. Designated Power
 Power results from your position within an
organization or relationship.
 Power is conferred by the position you hold.

9. Distributive Power
 Results from your ability to achieve your objective
over the resistance of another.
 “I dominate you or you dominate me.”

10. Integrative Power
 Power with the other – both/and power.
 Joining forces with someone else to achieve mutual
goals -- > creating a “win-win” situation.
 Both parties achieve results.

11. Power Dynamics
The dynamics of power in and of themselves are
neutrally charged.
 How we use power depends on intent, self-awareness
and skill.
 Constructive use of power solves problems, enhances
relationships, and balances power.

12. Interpersonal Power
“Interpersonal power is the ability to influence a
relational partner in any context because you
control, or at least the partner perceives that you
control, resources that the partner needs, values,
desires or fears. Interpersonal power also includes
the ability to resist the influence attempts of a
partner.”
From Mike Monsour, University of Colorado.

13. What Gives Us Power?
 Control of resources
 Interpersonal relationships
 Communication skills
 Subject matter expertise

14. Common Power Dynamics
Assumptions about power
 Power is hard to assess from outside a relationship.
 It’s challenging to assess who has the most power
since two people may balance power in ways unique
or specific to them.

15. Perceptions of Power
Power can be used in ways that look weak on the
surface:
- Ghandi or Martin Luther King
- Employee is trying but failing and someone does task
- Passive-aggressive behavior

16. Common Passive-Aggressive Behaviors
Bach & Goldman’s list of passive-aggressive behaviors:
 Forgetting appointments, promises or agreements
 Slipping and saying unkind things, then apologizing
 Acting out nonverbally, such as slamming doors, but
denying anything is wrong
 Evading situations so others are inconvenienced
 Getting confused, tearful, sarcastic or helpless when
certain topics come up

17. Denying Power Use
Some people are so uncomfortable with power they
may deny that they use power and influence.
- Deny that he or she is communicating (“It’s the
pressure I’m under” or “I was really stressed. I’m not
responsible for what I said.”)
- Deny that a message was communicated (“I didn’t
say that”.)
- Deny the situation in which it was communicated.

18. Power Imbalances
 High power
 Low power
 Bullying

19. High Power
Is having more power than others in a way that is
unbalanced.
 People who hold high power may not be pleased with
it.
 It can be challenging to maintain one’s self integrity.

20. High Power
Higher power people MAY develop altered views of
themselves:
 May pursue power as an end.
 May receive false performance feedback designed to
protect power.
 May devalue those who are less powerful.

21. Low Power
Is having less power in a way that is unbalanced.
 May feel strong emotion or helpless lethargy.
 Breeds hopelessness, frustration or apathy.
 May believe they can’t shift, change or influence their
positions – this may or may not be true.

22. Bullying
This information is based on the work of Catherine
Mattice of Civility Partners LLC.
Mattice is the author of the book BACK OFF! Your
Guide to Ending Bullying at Work.

23. Definition of Bullying
 Repeated, perpetual and It has enormous costs:
ongoing.
 Harms target of bullying  Human costs
and witnesses to it.  Communication costs
 Perceived power
 Not meeting org goals
imbalance.
 Hurts the org bottom line
 Most power
imbalances do NOT
lead to bullying.

24. Examples of Bullying in the Workplace
 Aggressive communication
 Humiliation
 Manipulation of work

25. What’s Not Bullying?
 Conflict between two people or on a team
 Harassment or discrimination
 Having a boss who challenges you

26. How to Eliminate Bullying in the Workplace
Mattice suggests a three-pronged approach:
 Leadership – Be an example, hold all employees
accountable for respectful behavior, reward positive
behavior
 Policy – Corporate policy, handling grievances
 Culture – provide anonymous reporting, training,
performance management

27. How to Balance Power or to be Empowered
Wilmer & Hocker describe these balancing “acts”:
1. Conversation
2. Restraint
3. Calm persistence
4. Stay actively engaged
5. Empowerment
6. Frame the conversation
7. Phrases to use to balance power

28. Conversation
 Speak in clear, positive tone. Be direct and
respectful. Show compassion for others’ perspective.
 Listen and ask open-ended questions.
 Reflect feelings.
 Clarify and summarize what you have heard.
 Question when needed.

29. Restraint
The higher power party uses restraint and values the
partnership or group over their individual rights to
exercise their power.

30. Calm Persistence
People with lower power can gain equal power through
calm persistence.
 Calm, careful analysis draws attention to a problem.
 Persuasive skills are important.
 Must be judged as credible, effective and practical.
 Emotions charged neutral.

31. Stay Actively Engaged
 Make clear what’s ones beliefs, values and priorities
are, and keep behavior congruent with these.
 Stay emotionally connected to significant others even
when things get intense.
 State differences, and allow others to do the same.

32. Empowerment
People with higher power can help empower others:
- Power can be balanced with more training, decision
making power or more freedom.
- Third parties are invested with power to intervene on
behalf of less powerful people (sexual harassment
laws, child abuse laws).

33. Phrases to Use Balance Power
 Validating or acknowledging another
 Using “I” statements
 Asking the other what they need
 Letting the other person know what they would gain
from helping you
 Announcing any intended escalation and looking for
another way.
 Expressing optimism

34. More Strategies
 Slow the process.
 Show concern for the relationship.
 Describe what the situation or what you are
experiencing.

35. What’s Your Role in the Power Dance?
Most of us have a common or habitual way that we use
power. This may be different at work than at home.
Let’s review the three definitions of power:
1. Designated power (power given by your position)
2. Distributive power (either/or power)
3. Integrative power (both/and power)

36. What’s Your Role in the Power Dance?
 Assess how much power you believe you have in your
organization. High? Low? Balanced? Empowered?
 Is it situation specific?
 What are your one or two favorite (or habitual) ways of
engaging in power dynamics?
 How would it benefit you or others to shift? Under what
circumstances could you make a change?

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