Understanding Power and Politics Chapter 5 PDF

Understanding Power and Politics Chapter 5  Introduction Power is the potential ability to influence others.Power is involved in every human encounter, whether you recognize it or not. Power can be symmetrical when two parties have equal and reciprocal power,...

Understanding Power and Politics Chapter 5  Introduction Power is the potential ability to influence others.Power is involved in every human encounter, whether you recognize it or not. Power can be symmetrical when two parties have equal and reciprocal power, or it may be asymmetrical with one person or group having more control than another, Power can be exclusive to one party or may be shared among many people or groups.To acquire power, maintain it effectively, and use it skillfully, nurses must be aware of the sources and types of power that they will use to influence and transform patient care.  Introduction Real power—principle-centered power—is based on honor, respect, loyalty, and commitment. Principle-centered power is a model congruent with nursing’s values. Originally conceived by Stephen Covey (1991), the model is increasingly used by leaders in many fields (Ikeda, 2015). Power sharing evolves naturally when power is centered on one’s values and principles.  Power and Leadership Real power—principle-centered power—is based on honor, respect, loyalty, and commitment. Principle-centered power is a model congruent with nursing’s values. Originally conceived by Stephen Covey (1991), the model is increasingly used by leaders in many fields (Ikeda, 2015). Power sharing evolves naturally when power is centered on one’s values and principles. Leadership power comes from the ability to sustain proactive influence, because followers trust and respect the leader to do the right thing for the right reason. As leaders in healthcare, nurses must understand and select behaviors that activate principle centered leadership: ❖ Get to know people. Understanding what other people want is not always simple. ❖ Be open. Keep others informed. Trust, honor, and respect spread just as equally as fear, suspicion, and deceit. ❖ Know your values and visions. The power to define your goals is the power to choose. ❖ Sharpen your interpersonal competence. Actively listen to others and learn to express your ideas well. ❖ Use your power to enable others. Be attentive to the dynamics of power and pay attention to ground rules, such as encouraging dissenting voices and respecting disagreement. ❖ Enlarge your sphere of influence and connectedness. Power sometimes grows out of someone else’s need. Power: How Managers and Leaders Get Things Done Classically, managers relied on authority to rouse employees to perform tasks and accomplish goals. In contemporary healthcare organizations, managers use persuasion, enticement, and inspiration to mobilize the energy and talent of a work group and to overcome resistance to change. A leader’s use of power alters attitudes and behavior by addressing individual needs and motivations. There are seven generally accepted types of interpersonal power used in organizations to influence others  Power: How Managers and Leaders Get Things Done 1. Reward power is based on the inducements the manager can offer group members in exchange for cooperation and contributions that advance the manager’s objectives. The degree of compliance depends on how much the follower values the expected benefits. 2. Coercive power is based on the penalties a manager might impose on an individual or a group. Motivation to comply is based on fear of punishment (coercive power) or withholding of rewards. 3. Legitimate power stems from the manager’s right to make a request because of the authority associated with job and rank in an organizational hierarchy. Followers comply because they accept a manager’s prerogative to impose requirements, sanctions, and rewards in keeping with the organization’s mission and aims. 4. Expert power is based on possession of unique skills, knowledge, and competence. Nurse managers, by virtue of experience and advanced education, are often the best qualified to determine what to do in a given situation. Employees are motivated to comply because they respect the manager’s expertise. Expert power relates to the development of personal abilities through education and experience. 5. Referent power is based on admiration and respect for an individual. Followers comply because they like and identify with the manager. Referent power relates to the manager’s likeability and success. 6. Information power is based on access to valued data. Followers comply because they want the information for their own needs. Information power depends on a manager’s organizational position, connections, and communication skills. 7. Connection power is based on an individual’s formal and informal links to influential or prestigious persons inside and outside an area or organization. Followers comply because they want to be linked to influential individuals. Connection power also relates to the status and visibility of the individual. Power: How Managers and Leaders Get Things Done Managers have both personal and position power : Position power is determined by the job description, assigned responsibilities, recognition, advancement, authority, the ability to withhold money, and decision making. Legitimate, coercive, and reward power are positional because they relate to the “right” to influence others based on rank or role. The extent to which managers mete out rewards and punishment is usually dictated by organizational policy. Information and legitimate power are directly related to the manager’s role in the organizational structure. Expert, referent, information, and connection power are based, for the most part, on personal traits. Personal power refers to one’s credibility, reputation, expertise, experience, control of resources or information, and ability to build trust. The extent to which one may exercise expert, referent, information, and connection power relates to personal skills and positive interpersonal relationships as well as employees’ needs and motivations.  Using Power Despite Using Power Despite the increase in pride and self-esteem that comes with using power and influence, some nurses still consider power unattractive. Nurses tend to be more comfortable with power sharing and empowerment: power “with” rather than power “over” others.  Image as Power A major source of power for nurses is an image of power. Even if one does not have actual power from other sources, the perception by others that one is powerful bestows a degree of power. The same is true for the profession as a whole. If the public sees the profession of nursing as powerful, the profession’s ability to achieve its goals and agendas is enhanced. Images emerge from interactions and communications with others. If nurses present themselves as caring and compassionate experts in healthcare through their interactions and communications with the public, then a strong, favorable image develops for both the individual nurse and the profession. Nurses, as the ambassadors of care, must understand the importance and benefits of positive therapeutic communications and image. Developing a positive image of power is important for both the individual and the profession.  Image as Power Individual nurses can promote an image of power by a variety of means, such as the following: 1. Appropriately introducing yourself by saying your name, making eye contact, and shaking hands can immediately establish you as a powerful person. 2. Attire can symbolize power and success.Although nurses may believe that they are limited in choice of attire by uniform codes, it is in fact the presentation of the uniform that can hold the key to power. 3. Conveying a positive and energetic attitude sends the message that you are a “doer” and someone to be sought out for involvement in important issues. 4. Pay attention to how you speak and how you act when you speak. Nonverbal signs and signals say more about you than words. Stand erect and move energetically. Speak with an even pace and enunciate words clearly. Make sure your words are reflected in your body language. Keep your facial expression consistent with your message. 5. Use facts and figures when you need to demonstrate your point. Policy changes usually evolve from data presented in a compelling story. Positioning yourself as a powerful player requires the ability to collect and analyze data. Technology facilitates data retrieval. Remember that power is a matter of perception; therefore, you must use whatever data are available to support your judgment  Image as Power 6. Knowing when to be at the right place at the right time is crucial for gaining access to key personnel in the organization. This means being invited to events, meetings, and parties not necessarily intended for nurses. It means demanding to sit at the policy table when decisions affecting staffing and patient care are made. Influence is more effective when it is based on personal relationships and when people see others in person: 7. In dealing with people outside of nursing, it is important to develop powerful partnerships. Learn how to share both credit and blame. When working on collaborative projects, use we instead of they, and be clear about what is needed. If something is not working well, say so. Never accept another’s opinion as fact. Facts can be easily manipulated to fit one’s personal agenda. Learn how to probe and obtain additional information. Do not assume you have all the information. Beware of unsolicited commentary. Do not be fearful of giving strong criticism, but always put criticisms in context. 8. Make it a point to get to know the people who matter in your sphere of influence. Become a part of the power network so that when people are discussing issues or seeking people for important appointments of leadership, your name comes to mind. Be sure to deal with senior people. Know who holds the power. Identify the key power brokers. The more contact you have with the power brokers, the more support you can generate in the future should the need arise. Develop a strategy for gaining access to power brokers through joining alliances and coalitions. 9. There is an art to determining when, what, and how much information is exchanged and communicated at any one time, and to determining who does so. Powerful people have a keen sense of timing. Be sure to position yourself to be at the right place at the right time. Any strategy will involve a good deal of energy and effort. Direct influence and efforts toward issues of highest priority or when greatest benefits are likely to result. 10. Use power appropriately to promote consensus in organizational goals, develop common means to achieve these goals, and enhance a common culture to bind together organizational members. As the healthcare providers closest to the patient, nurses best understand patients’ needs and wants.  Image as Power Nursing as a profession must market its professional expertise and ability to achieve the objectives of healthcare organizations. From a marketing perspective, nursing’s goal is to ensure that identified markets (e.g., patients, physicians, other health professionals, community members) have a clear understanding of what nursing is, what it does, and what it is going to do. In doing so, nursing is seen as a profession that gives expert care with a scientific knowledge base. Nursing care often is seen as an indicator of an organization’s overall quality. Regardless of the setting, quality nursing care is something that is desired and valued. Through understanding patients’ needs and preferences for programs that promote wellness and maintain and restore health, nurses can show how their work fits the preventive care goals. Marketing an image of expertise linked with quality and cost can position nursing powerfully and competitively in the new healthcare marketplace.  Using Power Appropriately Using power not only affects what happens at the time but also has a lasting effect on your relationships. Therefore, it is best to use the least amount of power necessary to accomplish your goals. Also, use power appropriate to the situation. Power plays are another way that power is used inappropriately. Power plays are attempts by others to diminish or demolish their opponents. Nursing must perceive power for what it really is: the ability to mobilize and focus energy and resources. Power is the means, not the end, to seek new ways of doing things in this uncertain and unsettling time in healthcare.  Shared Visioning as a Power Tool Shared Visioning as a Power Tool Shared visioning is a powerful tool for influencing an organization’s future. It is not the same as shared governance, but it sets the stage for shared. Shared visioning is an interactive process in which both leaders and followers commit to the organization’s. It should inspire and challenge both leaders and followers to accomplish the organization’s goals set forth in the vision. A shared vision of an organization achieves the following: Drives the organization’s future. Determines future goals. Makes implementing the necessary, and often difficult, changes easier. Provides a benchmark to evaluate future projects. Encourages both administrators and staff to accomplish goals. Inspires and challenges both leaders and followers. If the manager and the staff work together in establishing a shared vision of the unit’s future (just like the manager and executives do for the larger organization), then they will work toward the same goals, know what new undertakings to accept or decline, and share in the unit’s accomplishments. Nurse managers often do not realize the power and importance they have in their skill set and knowledge base.  Shared Visioning as a Power Tool Shared Visioning as a Power Tool Shared visioning is a powerful tool for influencing an organization’s future. It is not the same as shared governance, but it sets the stage for shared. Shared visioning is an interactive process in which both leaders and followers commit to the organization’s. It should inspire and challenge both leaders and followers to accomplish the organization’s goals set forth in the vision. A shared vision of an organization achieves the following: Drives the organization’s future. Determines future goals. Makes implementing the necessary, and often difficult, changes easier. Provides a benchmark to evaluate future projects. Encourages both administrators and staff to accomplish goals. Inspires and challenges both leaders and followers. If the manager and the staff work together in establishing a shared vision of the unit’s future (just like the manager and executives do for the larger organization), then they will work toward the same goals, know what new undertakings to accept or decline, and share in the unit’s accomplishments. Nurse managers often do not realize the power and importance they have in their skill set and knowledge base. Today’s leaders recognize that their power must be shared and that integrated leadership styles— bottom up and lateral—are essential for success. Consensus about the organization’s future can motivate leaders and employees alike to envision their preferred future and do their best to achieve it.  Power, Politics, and Policy Power, Politics, and Policy While power is the potential ability to influence others, politics is the art of influencing others to achieve a goal. Politics encompasses the following: It is an interpersonal endeavor—it uses communication and persuasion. It is a collective activity—it requires the support and action of many people. It calls for analysis and planning—it requires an assessment of the issue and a plan to resolve it. It involves image—it hinges on the image people have of change makers.  Nursing’s Political History Nurses’ political activities began with Florence Nightingale, continued with the emergence of nursing schools and women’s suffrage, and improved with the establishment of nursing organizations and the feminist movement. Policy, on the other hand, is the decision that determines action. Policies result from political action.  Using Political Skills to Influence Policies Political skill, per se, is not included in nursing education (nor is it tested on state board exams), yet it is a vital skill for nurses to acquire. Being political is not negative; it’s the way to make a difference for your patients, your profession, and yourself. Adhere to the following to improve your political skill: Learn self-promotion—report your accomplishments appropriately. Be honest and tell the truth—say what you mean and mean what you say. Use compliments—recognize others’ accomplishments. Discourage gossip—silence is the best response. Learn and use quid pro quo—do and ask for favors. Remember: Appearance matters—attend to grooming and attire. Use good manners—be courteous. The delivery of nursing services occurs at many levels in healthcare organizations. The effectiveness of care delivery is linked to the application of power, politics, and marketing. Nurses belong to a complex organization that is continually confronted with limited resources and is in competition for those resources.  Influencing Public Policies Influencing Public Policies What happens in the workplace both depends upon and influences what is happening in the larger community, professional organizations, and government. Developing influence in each of these three groups takes time and a long-range plan of action. Although the nurse’s first priority should be to establish influence in the workplace, the nurse can gradually increase connections and influence with other groups and, later on, make these other groups a priority. In order to influence public policies, nurses need to know how to work with the public officials who enact those policies.  Influencing Public Policies How to Work with Public Officials:- 1. Be respectful. 2. Build relationships. 3. Keep in touch. 4. Arrive informed. 5. Understand the issue. 6. Be a constructive opponent. 7. Be realistic. 8. Be helpful  How Nurses Can Influence the Future Nurses Can Influence the Future Nurses can have a tremendous impact on healthcare policy. The best impact is often made with a bit of luck and timing—but never without knowledge of the whole system. This includes knowledge of the policy agenda, the policy makers, and the politics that are involved. Once you gain this knowledge, you are ready to move forward with a political base to promote nursing. To convert your policy ideas into political realities, consider the following power points: Use persuasion over coercion. Persuasion is the ability to share reasons and rationale when making a strong case for your position while maintaining a genuine respect for another’s perspective. Use patience over impatience. Despite the inconveniences and failings caused by healthcare restructuring, impatience in the nursing community can be detrimental. Patience, along with a long-term perspective on the healthcare system, is needed. Be open-minded rather than closed-minded. Acquiring accurate information is essential if you want to influence others effectively. Use compassion over confrontation. In times of change, errors and mistakes are easy to pinpoint. It takes genuine care and concern to change course and make corrections. Use integrity over dishonesty. Honest discourse must be matched with kind thoughts and actions. Control, manipulation, and malice must be pushed aside for change to occur. By using their political skills, nurses can improve patient care in individual institutions, help organizations survive and thrive, and influence public officials.  What You Know Now Power is the potential ability to influence others. Power can be positional or personal. Types of power include reward, coercive, legitimate, expert, referent, information, and connection. Image is a source of power. Power can be overused, underused, or used inappropriately. To be effective, the power used must be appropriate to the situation. Shared visioning is an interactive process in which both leaders and followers commit to the organization’s goals. Politics is the art of influencing others to achieve a goal. Policy is the decision that determines action. Policies result from political action. Nurses can use political action to influence policies in the organization and to influence public policies. Good Luck ! By : Mohammad Zayet