LEADERSHIP, TEAM BUILDING &

CONFLICT RESOLUTION ADPR 113

Class 4
 Using Power
Power is defined: capacity to affect the outcomes
of oneself, other and the environment
To achieve groups goals the use of power is
inevitable, essential and distributed
Similar to leadership, power is distributed among
all group members – ‘mutual’
Use of Power:
1. Direct – within interpersonal interactions
2. Indirect – through group norms & values
 Views of Power
• Person – a trait which some people have (born with it,
similarly to the Trait theory of Leadership)
• Position – some positions contain power (for example
Care Managers)
• Place – certain locations or places have power (for
example church, school, historic places)
• Situation – situational factors determine the level of
power of each person (for example the presenter for a
group project)
• Relationship – power is a relationship in which each party
influences the other (for example group members
influence each other on a group project to meet the goal
of the assignment)
 Constructive vs. Destructive Power
Power is Constructive when:
1. It is used to enhance the achievement of
group goals
2. It is used for others benefits
3. It is invited
Power is Destructive when:
4. It is for self-benefit
5. Forced on others to do something they do
not want to do
 Perspectives on Power
A. Dynamic Interdependence View of Power
• Power is complex and always changing in
order to achieve the group’s goals
• Competitive Context – power is a fixed-pie
resource and should be hoarded to promote
one’s own success at the expense of others
• Cooperative Context – power is used to
maximize joint benefits and enhance group’s
effectiveness
 Mobilizing Power
• Determine your goals - # 1 step in using
power in groups
• Determine your relevant resources
• Determine your needed resources or
coalitions
• Negotiate contracts or agreements to
mutually support one another’s success
• Implement the contract or activities to
achieve the goals
 Perspectives on Power

B. Trait Factor View on Power

• Based on the view that the capacity to exert
power over others is a genetically inherited
trait
• Person of power has the ability to control
resources (social dominance theory)
 Bases of Power
1. Reward – person can deliver positive consequences or
remove negative consequences
2. Coercive - person can deliver negative consequences or
remove positive consequences
3. Legitimate – group members believe the person ought to
have power because of his or her position or
responsibilities
4. Reference – group members do what the person wants
out of respect, liking and wanting to be liked
5. Expert – group members believe the person has a special
knowledge or skill useful for the group goals
6. Informational - group members believe the person has a
useful knowledge not available anywhere else
 Decision Making
Characteristics of an effective group decision:

• The resources of group members are fully utilized

• Time is well used.
• The decision is correct or of high quality.
• The decision is implemented fully by all the
required group members.
• The problem-solving ability of the group is
improved or at least not lessened.
Some reasons why Groups make better decisions:

• Groups facilitate higher motivation to achieve

• Groups make riskier/polarized decisions
• Involvement facilitates changing behaviours
required
• Diversity of membership increases the resources
• Face-to-face discussion enhance the quality of
reasoning and creativity
• However, decisions take longer to make in a
group - only reason to have 1 member decide
 Reasons Decisions may be made by one
person
• 1. No need for commitment from the group

• 2. Decision is very simple

• 3. Decision needs to be made very quickly

 Methods of Decision Making
• Decision by authority without discussion –
decision is made without consulting the group
• Expert member
• Average of members’ opinions
• Decision by authority
• Minority control
• Majority control
• Consensus
 Guidelines for Consensus
1. Seek out differences of opinions involving everyone to create more
adequate solutions.
2. Present your position as clearly and logically as possible. Be
persuasive but listen to other member’s reactions.
3. Critically analyze the other positions. Give them a trial by fire by
pointing out shortcomings and then listen to responses.
4. Encourage all group members to present the best case possible for
what they believe.
5. Change your mind when are logically persuaded. Do not agree to
reach agreement and avoid conflict.
6. Avoid conflict-reducing procedures such as majority voting, tossing a
coin or averaging.
7. Keep the goal of reaching the best decision possible salient. No
win/lose here but the most acceptable alternative for all members.
 Benefits of Consensus
• 1. All members will be committed to
implementing the decision

• 2. Uses the resources of all group members

• 3. Increases the future decision-making

effectiveness
 Factors which Hinder Group Decision Making

• Lack of group maturity – newly formed groups make poorer decisions

• Uncritically giving one’s dominant response – shortcuts such as rushed decisions
before lunch
• Social loafing – hiding in the crowd – easy when groups get too large
• Free riding – getting something for nothing
• Motivation losses due to perceived inequality – not being a sucker
• Group think and defensive avoidance – leads to poor decisions
• Poor conflict management by group members
• Egocentrism of group members
• Lack of sufficient heterogeneity
• 10.Interference or production locking
• Inappropriate group size – in large groups fewer members try to solve problems
• Premature closure and dissonance reduction
• Members not having relevant skills
• Lack of individual incentives for and barriers to contributing
 Decision Making Steps
1. Identifying and defining the problem or
issue – group discusses differences between
actual and desired state of affairs
2. Gathering information about the existence
of the problem
3. Formulating and considering alternative
solutions
4. Deciding on a solution
5. Evaluating the extent and success of
implementation