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The Concept of Power

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Conflict Resolution and Mediation

The concept of power is relative to the level of control exercised over resources deemed as necessities. Although there are a variety of ways to define power, there are a few elements that constantly appear. One of the constant elements in power is dependence. The next element is influence. Another element is the skill and strength to move resources into action (Blader & Chen, 2012). The power imbalances as it relates to distributive, integrative and designated power can impede one’s ability to manage work-related conflict. This paper will present a synthesized meaning of conflict of power, determine how power can constrain or exacerbate conflict, discuss ways for leaders to integrate conflict mediation into organizational culture, and include examples of scenarios in the analysis (learners.ncu.edu, 2013).
Conflict of power comes from both conceptual and perceptive points of view. Conceptually, power is an expression through notions of symbolism as result of the relationship that exists between people (Dahl, 2007). The concept of power has more of an extrospective reference but also includes an introspective approach. The concept of power is exemplified through rank and file. Even if a soldier does not personally know an officer, it is the extrospective approach to power that has the soldier solute the officer. The soldier gives respect to the position a higher rank.
The respect of position is called designated power (Wilmot & Hocker, 2011). Designated power is automatically assumed based on the hierarchy of the company. Even if a subordinate does not respect the individual, they are more likely to respect the position. Conflict of power usually comes with a separation of the person and position. The person of authority can abuse that authority and cause tension between them and the subordinate. The person of authority has the ability to control resources relative to the work-place, but the controlled resources can have a ripple effect that spans beyond the professional life and interrupt the personal life. When the professional life of a subordinate can cause interference in the personal life, the subordinate can feel forced to work in a place they do not like. The outcome can become the platform for a disgruntled workplace; therefore, causing a hostile work environment.
Conversely, the person in authority may not be in a position of power in their personal life and the work-place is the only place where they can exercise authority. This can cause conflict when the person in authority over-reaches to make sure subordinates recognize the designated power. The balance of personal and professional life can have a direct bearing on conflict and power.
The perspective approach is more of an introspective approach to power. The perspective approach is how one views their self in regards to the person in authority. The person in authority may approach the area of conflict with the mind-set that they have the ability to make any necessary changes. However, the person in charge must weigh the results of change against the full betterment of the organization. The person in authority cannot mortgage the future of the entire organization to calm a particular conflict in an isolated area of the organization.
When the subordinates perceive the person in authority has the power, but does not share the global view of the organization it can cause conflict. The subordinates may have a self-interest that does not necessarily parallel or align with the organizational goals. Conflict of power arises if self-interest goals compete with company goals because most likely the subordinate will perceive the person in authority as unwilling as opposed to unable.
The difference between unwilling and unable is the notion of power. The person in authority is unwilling means they have the power to initiate change but they will not do so. Unable means that the person in authority does not have the power to do initiate change. This is a conflict of power because the perception collides with the reality.
Power can constrain or exacerbate conflict through relational transgressions. Relational transgressions leave emotional residues due to the violation of core rules defined in the relationship (Abigail & Cahn, 2011). Core relational rules are expectations of behavior. It defines how participants expect to interact with each other in the process of a relationship. A person has different levels of expectations in relationships which are not necessarily contingent on designated power. For example a child growing up can have expectations of a parent, but as time elapse they expectations can change although the position has not changed.
The same is true for the work-place. Expectations may change as time goes by without the actual position changing. There are times when people enter a position for which that they are not well suited. Over time the subordinate can succumb to feelings of anxiety as it relates to the person in authority’s ability to perform their tasks.
The core relational rules of trust can impede the authority and constrain or exacerbate conflict, especially in a distributive power setting. This brand of power primarily focuses on obtaining results. The person in authority seeks to dominate any opposition as a distributive measure of power. Distributive power moves forward in the face of resistance (Wilmot & Hocker, 2011).
The person in authority can use the resistance as positive instead of a negative. Resistance can help the person in authority see things a different way. It can even stretch the imagination of the person in authority towards the direction of another outcome. However, the stern distributive authoritarian may view the resistance as an opposition and a potential threat to their power.
The lack of forgiveness plays a role in constraining or exacerbating conflict. The lack of forgiveness fosters an environment that negativity can fester. The conflict cannot be resolved without a measure of forgiveness. Plots of revenge and retaliation can disrupt the work-place.
There are several ways leaders can integrate conflict mediation into organizational culture. A good way to do this is to have a balance between power, rights and interests. Relationships work well when there is balance. The conflict comes as that balance becomes outweighed by power. Power does not become an issue until one seeks more power to influence or control (Wilmot & Hocker, 2011).
Power imbalances happen when there is an apparent discrepancy in power among the participants in a relationship (Wilmot & Hocker, 2011). This is not relative to the amount of power one has. A manager is going to have more power than a receptionist. The discrepancy could come from a perceived dispensation of high power or low power.
High power sometimes comes in the form of coerciveness. However the intent to coerce can stem from the seeds of corruption. Corruption in the office place is an undesirable trait than infects all levels of an organization. Since integrity is not a prominent ingredient in the construct of power, just because someone has power does not mean they will do the right thing. Therefore, people who wish they were in higher positions can use the high power scenario and promote the idea of corruption.
The level of trust cannot be underestimated as it relates to power. How a person receives negative news or discipline hinges on how much trust they have in the person with higher power. When a person receives a notice of termination, they can either decided to take it as a positive or a negative. When a student receives a poor grade, the same scenario applies. The employee and the student will probably respond based on the relationship. If there is corruption present in the relationship, they can see it as a personal attack.
Low power can promote resistance. In the instance of low power imbalance, the level of resentment is high because one feels they have been taken advantage of or on the losing end of the relationship. The person feels like they have little to no say in the matter at hand which hinders communication in a relationship. The receptionist may feel low power and as a result sends all the company’s calls to voicemail. The receptionist may see the value of their job as menial and acts accordingly.
Another way to integrate conflict mediation into organizational culture is to reconcile on all levels. Forgiveness relies on one person’s response to solving a problem, while reconciliation involves at least two people (Wilmot & Hocker, 2011). Forgiveness does not require any forward progression of the relationship. The relationship can be destroyed as someone forgives and moves on, but reconciliation requires the mending for the sake of the relationship.
In conclusion, power imbalances can impede the ability to manage work-related conflicts because power is based on relationship. Whether it is a vertical or horizontal power structure, there must be trust. Vertical power structures in an organization have a clear hierarchy which allows it to be efficient because they can make decisions quickly. Horizontal power structures have less stringent definitions of job duties and rely on input of all of its employees which promotes team efforts (Myers, 2013). The level of trust can determine how quickly and effectively the conflict finds resolution. The longer the conflict remains unresolved, the more likely it will hinder the progress of the organization.
The help get past the impeded ability to manage work-related conflicts one can use constructive power balancing. Collaboration will help everyone get beyond the things that compromise communication. Communication is crucial in relationships and can help eliminate or hinder the resolution process in work-related conflicts.

References
Abigail, R. A., & Cahn, D. D. (2011). Managing Conflict Through Communication (4th ed.). Boston: Pearson Education, Inc.
Blader, S. L., & Chen, Y. (2012). Differentiating the effects of status and power: A justice perspective. Journal of Personality and Social Psychology, 102(5), 994-1014. doi:10.1037/a0026651
Dahl, R. A. (2007, January 17). The concept of power. Systems Research and Behavioral Science, 2(3), 201-215. doi:10.1002/bs.3830020303
Jungki, L. (2010). Perceived power imbalance and customer dissatisfaction. The Service Industries Journal, 30(7), 1113-1137. doi:10.1080/02642060802298384 learners.ncu.edu. (2013, 07 21). Retrieved from Northcentral University: http://learners.ncu.edu/CourseRoom/Default.aspx?course_code=OL7001-8&learner_course_id=291904
Myers, C. (2013, July 28). Chron.com. Retrieved from Houston Chronicle Web site: http://smallbusiness.chron.com/definitions-horizontal-vertical-organizations-23483.html
Wilmot, W. W., & Hocker, J. L. (2011). Interpersonal Conflict (8th ed.). New York: McGraw-Hill.

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