Power and Conflict Management

1. Power and Conflict Management Fadia Hasna December 2003

2. Learning Objectives Define and describe power and empowerment Analyse power in organisations Interpret the types of power nurses have Define and discuss conflict, types of conflict, processes and sources of conflict Discuss conflict management and resolution techniques and outcomes

3. Some realities about power, conflict and nurses All nurses possess some form of power and experience some form of conflict in their everyday work experience Power and conflict are basic elements of working life There is no total agreement about the definition of power Power is a central factor in interpersonal communication Transformative leadership uses power wisely

4. Definitions Power: The capability of acting or producing an effect, usually associated with the ability to influence the allocation of scarce resources (Grant 1994) The production by some persons of intended effects on others (Price and Mueller 1986) The basic energy to initiate and sustain action translating intention into reality (Bennis and Nanus 1985)

5. Empowerment ????? Definition of empowerment: giving individuals the authority, responsibility, and freedom to act on what they know and instilling in them belief and confidence in their own ability to achieve and succeed (Kramer and Shmalenberg, 1990) ????? ??????? ???????? ?????????? ??????? ?????? ?? ?????? ???????? ?????? ??????? ???????? ??? ????? ??????? ???????

6. Two types of power Personal power: individuals who seek personal power seek dominance for the sake of dominance and conquest ?? ???????. They reject loyalty to the institution. Definitions of personal power The belief that a person can do something The extent to which followers respect, are committed to, and are willing to follow a leader (Hersey et. Al. 1996) Trust is the foundation of personal power

7. Professional power Professional power: individuals who seek institution power sacrifice their own self-interest for the good of the organisation, feel a responsibility to build up the organisation and have a strong sense of fairness and justice Definitions: Getting the rewards from doing a job, acquiring expertise, being liked and having charisma. The use of professional expertise and competence, to make change in an organisation, do something good for clients, advance the profession, or make a contribution.

8. Power Mechanisms Used to influence others to do what is desired by the power strategist Assertiveness: Expressing your position to another without inhibiting the rights of others.??????? ?? ?????? ???? ??? ???? ??????? Ingratiation: Trying to make the other feel important (Giving praise or sympathising) Rationality: using logical and rational arguments, providing information, presenting reasons, laying ideas out in a logical way Sanctions: are threats positive sanctions are rewards used in motivation Exchange: to persuade an exchange is made scratching each others back

9. Power Mechanisms (continued) Upward appeal: Taking it to a higher authority to arbitrate Blocking: deliberately blocking others from getting their way, threatening to stop working with them, ignoring them, not being friendly, making sure others CANNOT accomplish their aims Coalitions: a group of people getting together to negotiate as one voice

10. Sources of power (French and Raven�s 1959) Reward power: giving something of value. The ability to deliver desired results. Raise promotion, day shift Coercive power: force against the will. Threat of firing, disciplinary action, the ability to threaten punishment and deliver penalties. Expert power means the use of expertise by knowledge, competence, communication, Referent power: more difficult to understand because it is subtle. An informal leadership based on liking, charisma or personal power. An inspiration power, Legitimate power means position power.The right to command within the organisational structure. Other sources: information is power, group decision-making

11. Power and Leadership