Chapter 7: People and Change: Power, Politics, and Resistance PDF

Chapter 7 People and change: Power, Politics and Resistance Lecture objectives Discuss political behavior in organizations and the politics of change. Examine the concept of power and relationship to authority, control, and political activities. Identify the main reasons why ind...

Chapter 7 People and change: Power, Politics and Resistance Lecture objectives Discuss political behavior in organizations and the politics of change. Examine the concept of power and relationship to authority, control, and political activities. Identify the main reasons why individuals and groups resist change. Political behaviour and change ‘It is uncommon to hear decision defended in terms of political motives and behaviors. Reason and logic must be seen and heard to prevail. To suggest otherwise is to risk censure and ostracism. But initiatives are pursued, decisions are taken, and changes are introduced to preserve and extend the power bases and influence of individuals and groups. Major decisions, and significant changes, are particularly liable to heighten political activity. Organizational behavior cannot, therefore, be understood without a knowledge of the role of political behavior’ (Buchanan and Badham, 2008: 2). Organizations : Nature of Relationships Cooperative systems of employees working together to achieve goals Political arenas of individuals and groups with differing vested interests Political activity and the exercise of power most likely to arise when differing interests (conflicts) arise Brass, D. J. (2012). Power, politics, and social networks in organizations. In G. R. Ferris & D. C. Treadway (Eds.), Politics in Organizations: Theory and Research Considerations (pp. 355-375). New York: Routledge. 5 Power: Robert Dahl ‘A has power over B to the extent that he can get B to do something that B wold not otherwise do’ [Dahl, 1957: 203] It exists within the relationship between social actors (relational) rather than residing within the actors themselves  Restrictive face of power and non-decision making You have real Limit scope of power if you can political process The set the agenda, by ensuring only Second i.e., you can issues considered Face of decide what will are those Power be argued about - comparatively dictating the innocuous to A situation Bachrach & Baratz, 1962 7 Stephen Lukes: Third face of power First two liberal concepts of power around domination/conflict (actions), but also a third face—radical conception of power (beliefs) The third face: how power can manipulate others to do something they might not actually want to do by changing what they want – type of false consciousness – i.e., they ‘voluntary’ act against their own real interests. 8 Foucault: Fourth face of power Power is omnipresent, co-extensive, everywhere – diffused and embodied in discourse, knowledge – it is neither an agency nor a structure. ‘Power and knowledge directly imply one another’ (Foucault, 1977: 27) i.e. what counts as knowledge is ultimately an effect of power. Norms can be so embedded as to be beyond our perception – causing us to discipline ourselves without any wilful coercion from others. 9 Foucault's panopticon metaphor Constant observation acted as a control mechanism; a consciousness of constant surveillance is internalized. 10 Foucault: Power is not a possession CEO stranded on desert island not able to exercise power that can in company context where social relationships are established. All have the potential to exercise power: our consent allows others to exercise power i.e. acceptance of taken-for- granted socially constructed world. Discourse transmits and produces power; it reinforces it, but also undermines and exposes it, renders it fragile and makes it possible to thwart.’ (Foucault 1998: 100–1). 11 French and Raven 1. Expert power: knowledge and expertise 2. Referent power: identification (e.g., admire someone, look up to them, etc.) 3. Legitimate power: acceptance of right (e.g., I should do what my boss asks, norms, culture) 4. Reward Power: positive incentive to comply (e.g., a raise in pay, a promotion, or special work privileges) 5. Coercive power: threats (e.g., demotion, termination, or undesirable work assignments) 12 Sources and consequences Sources of Power Consequences of Power Expert Power Commitment Referent Power Legitimate Power Compliance Reward Power Coercive Resistance Power 13 Power and organisations 1. Prisons dominated by coercive power 2. Churches, gangs associated with normative forms of power (legitimate, referent) 3. Universities link with expert-based power 4. Commercial business organisations with remunerative rewards In all these, authority is a major source of power and is associated with hierarchy (structures). 14 How to develop power in organisations ? Develop power by: 1. Creating dependence in others (e.g. develop non- substitutable skills, work in critical areas) 2. Coping with uncertainty on behalf of others 3. Developing personal networks 4. Constantly augmenting expertise 15 Using power within organisations Use power to: 1. Control information flows to others 2. Control agendas (e.g. issue exclusion, ordering) 3. Control decision-making criteria (e.g. those that favour own interests) 4. Build networks and coalitions (e.g. external alliances with key suppliers/customers; internally promote loyal subordinates) 16 Power crystallizes into authority structures and is legitimized Authority and power Most forms of power are multidirectional but not authority, tends to be directed downwards. Authoritative power relations maintained through mutual recognition (i.e., if a break in trust occurs conflict ensues). Symbols (office, reserved parking) can help establish and maintain perceptions of power relations. 18 Jeffrey Pfeffer: Why cultivating power is the secret to success https://www.youtube.com/watch?v=AozJ4AkgAMw 19 Politics: Power in action Political behaviour is behaviour (activities) that are not required as part of one’s formal role in the organisation, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organisation. 20 The Best Way to Play Office Politics https://www.youtube.com/watch?v=UGdRyPN3IRk Political nature of change agency 1. Change agents become involved by necessity in the exercise of power, in political engagement and interpersonal influence. 2. Power and politics are an accepted and pervasive dimension of the change agent’s role. 3. Political behaviours can be labelled as legitimate or illegitimate, altruistic or self-serving. (Buchanan and Badham 1999, Human Relations, 52: 609-629) 22  Challenged: purpose and methods unclear, change politicized and contested Power-coercive Negotiated settlements resolutions Marginal: relaxed pace, Critical: pressured incremental change implementation, radical change Representative Extensive participation participation Accepted: purpose and methods clear, change apolitical and accepted Source: Adapted change framework from Buchanan and Badham Source: D.A. Buchanan and R.J. Badham (2020) Power, Politics and Organizational Change (3rd ed.). London: Sage, p. 228. 23 Political entrepreneurs (source: adapted from Buchanan and Badham, 2008: 308) Attribute Explanation Intellectually equipped Recognises the value of competing approaches to understanding power and politics in the organisation Power sensitive Understands the sources and bases of power, and also how power is embedded in organisation structures and systems, as well as in routine, everyday practice Power builder Able to develop power bases through accumulating and exploiting appropriate resources and expertise Behaviour repertoire Has a behaviour repertoire, e.g. range of interpersonal skills, such as impression management, conversation control and influencing techniques 24 Political entrepreneurs (source: adapted from Buchanan and Badham, 2008: 308) Attribute Explanation Skill and will Develops political skills including a range of political strategies and tactics, and a readiness to use these Creativity in context Able to deploy behaviour repertoire creatively and appropriately to fit the context, in a style that can be described as ‘intuitive artistry’ Trigger sensitive Understands the combination of factors which warrant political behaviour in particular settings, and those which suggest that other approaches would be more appropriate Diagnostic capability Able to read the shifting politics of the organisation, and the changing motives and moves of other stakeholders 25  Political entrepreneurs (source: adapted from Buchanan and Badham, 2008: 308) Attribute Explanation Positioning Ability to take and switch roles appropriately, to maximize personal advantage, to address opposition, and to drive the change agenda Plays the long game Understands the trade-offs in the turf game and is able to calculate when to lose a play in the game in order to achieve advantage later Credible accounting Able and willing to construct plausible accounts of behaviour when challenged, to defend political methods Reputation builder Able to construct a reputation as a skilled political player, and to sustain and develop that reputation consistently 26 Political behaviour and change ‘It is uncommon to hear decision defended in terms of political motives and behaviours. Reason and logic must be seen and heard to prevail. To suggest otherwise is to risk censure and ostracism. But initiatives are pursued, decisions are taken, and changes are introduced to preserve and extend the power bases and influence of individuals and groups. Major decisions, and significant changes, are particularly liable to heighten political activity. Organizational behavior cannot, therefore, be understood without a knowledge of the role of political behavior.’ (Buchanan and Badham, 2008: 2) 27 Why do people resist change at work? 1. Substantive change in job (change in skill requirements). 2. Reduction in economic security or job displacement (threat to employment). 3. Psychological threats (whether perceived or actual). 4. Disruption of social arrangements (new work arrangements). 5. Lowering of status (redefinition of authority relationships). 28 Resistance as feelings of loss The phenomenon of resistance to change is not necessarily that of resisting the change per se but is more accurately a resistance to losing something of value to the person – loss of the known and tried in the face of being asked, if not forced, to move into the unknown and untried. Feelings of anxiety associated with such change are quite normal. (Burke, 2011: 108‒9) 29  Employee concerns about change (Adapted from Paton and Calman, 2000 Change Management, 2nd edn. London: Sage p.48 ) Why employees fear Explanation of employee fears and anxieties: individual and group change It challenges old ideas Traditionally organisations encourage continuity of services, products and procedures that create a stable operating environment. Argued that success in the future will depend upon a management understanding the lessons of the past, but if too much emphasis is placed upon this ‘history’ then these lessons will simply reinforce old ideas. It confronts apathy Deep down many people refer to stick to doing what they feel they do well (they may also have convinced peers and managers that they are good at this particular aspect), to maintain the status quo. Change may have the audacity to wake them up from their slumbers! It creates new New techniques, procedures and skill acquisition can bring out the ‘Luddite’ technological that lurks just beneath the surface. Never underestimate the ‘power’ (far- challenges reaching effects and consequences) of technological change. 30 Employee concerns about change (Adapted from Paton and Calman, 2000 Change Management, 2nd edn. London: Sage p.48 ) Why employees Explanation of employee fears and anxieties: individual and fear change group It permeates Change for change’s sake is both foolish and potentially expensive. throughout the Stakeholders within the supply chain including consumers, tend to supply change be sceptical of any change that results in the ‘equilibrium’ being disturbed. Must ensure change not cascade through supply chain in a way that causes negative consequences further down stream. It can result in Redesign will modify existing power bases, reporting structures and organisation redesign communication networks. In extreme cases issues regarding security of employment will be raised and undoubtedly questions concerning redeployment and training emerge. It encourages Debates is healthy when well managed, but it does tend to identify debate those lacking in understanding or knowledge. Once again, the assumptions of the past and those who promote them will be challenged. 31  Causes of Resistance 1. A failure to understand the problem. 2. The solution is disliked because an alternative is preferred. 3. Feel that proposed solution will not work. 4. Change has unacceptable personal costs. 5. The rewards from change are not sufficient. 6. The fear of being unable to cope. 7. Change threatens social arrangements 8. Sources of influence and control eroded. 9. New values and practices are repellent. 10. The willingness to change is low. 11. Management motives for change are considered suspicious. 12. Other interests more highly valued than new proposals. 13. Change will reduce power and career opportunities. Source: Eccles, T. (1994) Succeeding With Change: Implementing Action-Driven Strategies. London: McGraw-Hill Decoding resistance to change: Is it bad? 1. When change flounders leaders blame resistance 2. Resistance is a form of feedback, provided by people who know more about work than you 3. Dismissing feedback deprives you of potentially valuable information 4. If you learn to embrace resistance you can use it as a resources and find better solutions Ford, J. D., & Ford, L. W. (2009). Decoding resistance to change. Strong leaders can hear and learn from their critics. Harvard Business Review, 87(4), 99‒103. 33 Strategies for managing resistance: From engagement to coercion…. 1. Democratic: education and support – information on why change is needed, offer training, participation – get people involved 2. Political consultative: negotiation – incentives for key resistors (e.g. good early retirement package), co-optation – lead roles as change agents 3. Political directive: manipulation and coercion – implicit (e.g. barriers to promotion), explicit (e.g. either get fired with enthusiasm or fired from the job) 34 What can we learn from the mining case study John Kotter Short Clip On Resistance to Change http://www.youtube.com/watch?v=Wdroj6F3VlQ 35