1. Power as the basis
for organized action
Raphaëlle LAUBIE
Crozier, M and Friedberg,E
1

2. ‘’Une marque est plus qu'un nom ou un logo - c'est une promesse et un contrat avec chaque client avec qui vous avez affaire. Et si les gens estime
Richard Branson
POWER
Behind the actor and his strategy, the concept of
power is crucial to serve his purpose
Context of each relationship is thus established
Power as the basis for organized action
Crozier, M and Friedberg, E 2

3. POWER
Relations Strategy
POWER ? Actor
Power as the basis for organized action
Crozier, M and Friedberg, E 3

4. RELATION BETWEEN POWER ACTORS
POWER
Actor(s) Actor(s)
"The power can only be developed
through exchange between actors in a given relation"
Power as the basis for organized action
Crozier, M and Friedberg, E 4

5. NATURE OF POWER (ACTORS)
#1
Instrumental
Relationship
“ Power can be conceived only in the context of
Teleology
a goal that motivates actors’ commitment "
Power as the basis for organized action
Crozier, M and Friedberg, E 5

6. NATURE OF POWER (ACTORS)
Relation X Relation Y
#2 A B C
V
V
V
V
Non
Relation Z
Transitive
A C
V
V
Relationship
“Power is closely
"Every action is a specific issue around which is
linked to requested
grafted a special relationship"
actions”
Power as the basis for organized action
Crozier, M and Friedberg, E 6

7. NATURE OF POWER (ACTORS)
#3
Mutual but
Unbalanced
Relationship
"It's a power relationship where
Reciprocal Exchange one can get more than the other without
being totally helpless in front of the other "
Power as the basis for organized action
Crozier, M and Friedberg,E 7

8. SOURCE OF POWER (ACTORS)
POWER
Actor(s) Actor(s)
OPPORTUNITIES/FREEDOM OF ACTION
(Areas of Uncertainty)
"The power lies in the margin of freedom available
to each partner engaged in a power relationship"
(freedom to refuse what the other one asked)
Power as the basis for organized action
Crozier, M and Friedberg,E 8

9. STRATEGIES (ACTORS)
#1
Diversify its
investment
areas
Play multiple and - Limiting risks of losses in power relations
simultaneous - Collecting and reinvesting resources committed
relationships in relations to be more offensive
Power as the basis for organized action
Crozier, M and Friedberg,E 9

10. STRATEGIES (ACTORS)
#2
Control the time
factor
The ability to set a longer time horizon in
Do not get trapped by
a relationship will provide a major advantage
short term
Power as the basis for organized action
Crozier, M and Friedberg,E 10

11. CONTROL OF POWER ( STRUCTURE)
POWER
Actor(s) Actor(s)
V
OPPORTUNITIES/FREEDOM OF ACTIONS REDUCED
(Areas of organizational uncertainties)
"structures and rules governing the functioning of an organization
and identifying places where power relations can develop“
(The organization regulates conduct of relations of power)
Power as the basis for organized action
Crozier, M and Friedberg, E 11

12. SOURCES OF POWER ( STRUCTURE )
#1
Expertise
" The expert is the only one who has the know-
Strategic Skill how, knowledge, experience of the
context to resolve some critical issues "
Power as the basis for organized action
Crozier, M and Friedberg, E 12

13. SOURCES OF POWER ( STRUCTURE )
#2
Organization and
Environment’s
Uncertainties
"The organization depends on its
Relevant Environments environment to obtain the material and human
Management resources necessary for its operation and
to sell its products and/or services."
Power as the basis for organized action
Crozier, M and Friedberg, E 13

14. SOURCES OF POWER ( STRUCTURE )
#3
Communication
“ To fulfill the function assigned
Information Flows to his post, the person needs information from
Organization
other positions held by other individuals."
Power as the basis for organized action
Crozier, M and Friedberg, E 14

15. SOURCES OF POWER ( STRUCTURE )
#4
Rules
Use of Organizational
They are made to reduce sources of uncertainty
Rules
Power as the basis for organized action
Crozier, M and Friedberg, E 15

16. THANK
YOU
Raphaëlle LAUBIE
Crozier, M and Friedberg,E
16