POWER, POLITICS, NEGOTIATIONS, and LABOR  withheld pay increases

RELATIONS  termination

POWER 3. LEGITIMATE POWER

• one’s capacity to influence others • gives the manager the right to influence and the staff
associate an obligation to accept that influence
FORMAL POWER • bases for legitimate power:
• power related to position  cultural values that give a person the right to
prescribe appropriate behavior for another
INFORMAL POWER  social structures involving a hierarchy of authority
• power related to personal power  election processes to legitimize a person’s right to an
office
REWARD 4. REFERENT POWER
• something given in recompense for a good deed • based on identification with a leader and what the leader
symbolizes
COERCIVE • the leader is admired and exerts influence because the
• restraining, constraining, or curbing in nature followers desire to be like the leader

LEGITIMATE 5. EXPERT POWER

• logically correct • people gain expert power through knowledge, skills and
information
REFERENT • their expertise gains them respect and compliance
• a type of power based on identification with a leader and • knowledge of the organization and its rules, regulations
what that leader symbolizes and work flow helps one to acquire power over others who
need the knowledge to meet their responsibilities
EXPERT
• skillful, having knowledge and training 6. INFORMATION POWER
• comes from the knowledge and access to information
INFORMATION
• knowledge, access to information 7. CONNECTION POWER
• comes from coalitions and interpersonal relations
CONNECTION
• coalition SOURCES OF PERSONAL POWER:
1. Taking good care of yourself
AUTHORITY 2. Eat a well balanced diet
• legitimate power determined by structure 3. Rest
• right to direct others 4. Relax
• obtained through position power 5. Exercise
6. Develop relationships
POLITICS
• authoritative allocation of scarce resources SOURCES OF INTERPERSONAL POWER:
1. Connection power
NEGOTIATION  power based on connections with a powerful person
• bargaining process or others as a way to get accurate and reliable
information
LABOR RELATIONS  one can expand the network of communication
• relations between the workers and management contacts to increase connection power by joining
listservs and professional organizations and
UNIONIZATION volunteering for committee work
• organization of workers 2. Information power
 information is power if used strategically
COLLECTIVE BARGAINING  increase information power through connections and
• organization of workers to bargain for working conditions try to get on routing lists
3. Group decision-making power
SYNERGY  synergy can be created when people come together
• the sum is greater than the individual parts to make decisions and go forth as a united front
 increase decision-making power by volunteering for
SOURCES OF POWER: problem-solving task forces
• reward
• coercive SOURCES OF POSITION POWER:
• legitimate 1. Centrality
• referent  access to information in a communication network
• expert increases position power
• information and connection  increase centrality power by getting centrally located
and by having information routed through you
1. REWARD POWER 2. Criticality
• much of a manager’s power comes from the ability to  criticality increases position power
reward others for complying  it is determined by:
• when the staff associate perceives that managers have the how dependent others are on the work
ability to provide something valued performed by the position
• sources of reward power: the number of others performing the same tasks
 money the level of knowledge and skills required by the
 desired assignments position
 provision of personal space  general-purpose positions have less power than
 acknowledgment of accomplishments highly technical and specialized positions, which
fewer people can do
2. COERCIVE POWER  one can increase criticality by making part of one’s
• opposite of reward power and is based on fear of job responsibilities unique, and by taking on tasks
punishment if one fails to conform that are critical to the work processing
• sources of coercive power: 3. Flexibility
 undesired assignments  or discretion allows one to exercise judgment
 embarrassment in front of others
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  it is associated with the life cycle of a position  such as parents’ caring for students, teachers
 it is more difficult to make new tasks routine than it is to caring for students, and politicians’ caring for their
make old tasks routine constituents, is influence used for others
 the number of rules governing a position increases with 5. Integrative power
the number of people occupying the position over time  is cooperative power with others
 is associated with novelty and variety  a person can possess the 5 types of power at
 the more routine the work and the fewer tasks different times
assigned to a person the easier it its to establish
routines, and the less powerful the position is AUTHORITY
 one can increase flexibility power by: • legitimate power
1. getting involved in new projects, • determined by structure, which involves rules, roles and
2. participating in decision-making processes, relations
3. initiating new ideas, • is inherent in the position, not in the person
4. reducing the percentage of routine activities in one’s • traditionally structured as line or staff
job,
5. expanding task novelty and variety LINE AUTHORITY
6. seeking unusual jobs rather than maintenance- - refers to levels of authority & superior & subordinate
oriented, relationships, and it therefore provides the
7. repetitive jobs framework for the organization
4. Relevance
 positions related to central objectives and issues of the
STAFF AUTHORITY
organization have more position power - has no command privileges
 the trainer or mentor, evaluator, and advocate or
- it has only the right to advise or assist managers in
representative are relevantly powerful positions the performance of their duties
 one can increase relevance power by becoming
- staff members provide assistance when requested,
involved in activities central to the priorities of the must sell their ideas to the manager over whom they
organization and by expanding one’s work domain have no authority, and must sell their ideas up the
5. Visibility line to managers who have the line authority to
 a key to success is excellent performance multiplied by
implement the ideas
visibility
 direct contact with face-to-face communication is a way
to have visibility FUNCTIONAL AUTHORITY/AUTHORITY OF THE
 can be addressed by introducing oneself to others,
SPECIALIST
using business cards, sending out information with a - is limited to the performance of defined duties for a
signed cover note, sending a note of congratulations or
limited period
appreciation to colleagues as appropriate and sharing
good ideas with appropriate parties in person with a
FORMAL SOURCES OF POWER:
follow-up memo
1. control of resources
2. association w/ other powerful people
INFORMAL SOURCES OF POWER:
3. reward & coercive power
1. Education, experience, drive, & decisiveness
4. legitimate power derived from the managerial
2. ATTRACTIVENESS
position
• gains an individual access to people who will help promote
the cause
RULES
3. Personal appearance, good manners, body language,
• legitimize authority and tend to suspend the
posture, gestures, eye contact, & speech w/ a firm,
subordinate’s critical faculties
confident voice
4. Location
ROLE
5. COALITIONS
• is position or office
• strengthen one’s power base
6. Friendships & association w/ people
RELATIONS
7. Interpersonal relationships
• are related to credibility, which is obtained through
8. OBLIGATION BASED POWER
knowledge and expertise
• doing favors for others so that they owe you favors
SOURCES OF INFORMAL POWER
PREDICTABLE BEHAVIORS
• being attractive
• occur when there is a conflict of interest between people
• being visible
with power
• being available
COALITION
• technique to strengthen one’s power
MORE FORMAL SOURCES OF POWER
• involves uniting to gain a sense of strength
• control of resources
• reward and coercive power
KINDS OF POWER:
• association with other powerful people
1. Exploitative power
• legitimate power derived from the managerial position
 the most destructive type
 it subjects people to whatever use the power holder
SUPERWOMEN
chooses
• often are isolated and over-committed, demanding
 slavery is an example
perfection and refusing to delegate
2. Manipulative power
 influence over another person that may have been
IRON MAIDENS
invited because of the person’s desperation and
• tend to be distant, competitive and controlling
anxiety
• they may critically sabotage collaboration
 operant conditioning is an example of manipulative
power
MOTHERS
3. Competitive power
• tend to be passive, sacrificing pacemakers who foster
 is energy used against another
dependence
 one person wins and another loses, although neither
the gain nor the loss is necessarily related to merit
EMPOWERMENT
 example is the competition of several people for
• process of gaining control
one position
4. Nutrient power

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• means providing freedom that allow people to successfully • The authoritative allocation of scarce resources
do what they want to do rather than getting them to do what the • It requires legitimate power to distribute goods, services
managers want them to do and other resources that are less abundant than desired

5 DIMENSIONS OF EMPOWERMENT: POLITICAL SYSTEM

1. self-efficacy • A social system that gets people to do what they would
2. self-determination not ordinarily want to do
3. personal consequences
4. meaning SEVERAL THEORIES THAT HELP EXPLAIN THE
5. trust DYNAMICS OF POLITICAL SYSTEM:
1. GAME THEORY
• Politics is a fascinating game with rules, referees and
9 PRESCRIPTIONS FOR FOSTERING EMPOWERMENT: players on opposing sides
1. articulating a clear vision and goals
2. fostering personal mastery experiences 2. ELITE THEORY
3. modeling • Purports that political power is concentrated with people
4. providing support who hold top positions in large, centralized institutions
5. creating emotional arousal • These people tend to have a unified purpose because of
6. providing necessary information similar social backgrounds and interests and consequently
7. providing necessary resources have stable power
8. connecting to outcomes
9. creating confidence 3. PLURALIST THEORY
• Explains that political life is based on competition
BEST WAYS TO ARTICULATE A VISION: between interest groups
1. metaphors • The influence of their political groups is determined by
2. real-life examples their political organization, strategies and leadership
3. stories
4. word pictures 4. EXCHANGE THEORY
• States that political behavior is based on the exchange of
SMART GOALS resources
1. specific • People decide what they want, what it will cost, and
2. measurable whether they have the resources to exchange for it
3. aligned STAGES OF POLITICAL DEVELOPMENT:
4. reachable 1. Apathy
5. time bound  the nurse has little to no interest in politics and does
not belong to a professional organization
INFORMATION 2. Buy-in
• is a power tool that helps empower people with self-  the nurse recognizes the importance of activism
determination, personal control and trust to work more within professional organizations and may join a
productively in harmony with the manager’s goals professional but is not active
3. Self-interest
CONTRIBUTE TO A SENSE OF CONFIDENCE AND  the nurse uses professional organizations for
TRUSTWORTHINESS: networking to further her own career and the
1. reliability interests of the profession
2. fairness 4. Political sophistication
3. caring  the nurse moves beyond self-interest to activism on
4. openness behalf of the public through holding offices in
5. competence professional organizations at local and state levels
5. Leading the way
5 DIMENSIONS OF EMPOWERMENT (WHETTEN &  the nurse provides leadership on broad issues, often
CAMERON): by serving in elected and appointed positions in
• sense of competence professional organizations
• choice
• impact APATHETIC INACTIVISTS
• value • who engage in no political activity
• security
COMPLETE ACTIVISTS
5 QUESTIONS MANAGERS SHOULD ASK WHEN MAKING • who engage in numerous activities
DELEGATION DECISIONS
• Do subordinate have the necessary (or superior) SPECTATOR POLITICAL ACTIVITIES INCLUDE:
information or expertise? 1.gathering political information,
• Is the commitment of subordinates critical to successful 2. displaying bumper stickers or wearing buttons,
implementation? 3. initiating political discussions,
• Will subordinates’ capabilities be expanded by the 4. trying to persuade others,
assignment? 5. voting
• Do subordinates share with management and each other
common values and perspectives? ACTIVISTS
• Is there sufficient time to do an effective job of delegating? - become active members in political parties, attend caucus
meetings, contribute time to political campaigns, solicit funds,
10 PRINCIPLES REGARDING HOW TO DELEGATE: run for offices
1. Begin with the end in mind
2. Delegate completely 4 SPHERES OF POLITICAL ACTION:
3. Allow participation in the delegation of assignments 1. workplace
4. Establish parity between authority and responsibility - include but are not limited to working conditions,
5. Work within the organizational structure mandatory overtime, substitution of unlicensed personnel
6. Provide adequate support for delegated tasks for RNs, etc
7. Focus accountability on results 2. government
8. Delegate consistently - is extensive & include such issues as where alcohol &
9. Avoid upward delegation tobacco products can be advertised & used
10. Clarify consequences 3. professional organizations
- develop standards of practice, advocate change for health
POLITICS care, & facilitate collective action
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 4. community 3. escalating demands
- it can be the workplace, government, professional org., 4. calculated delay
neighborhood, social unit, etc.
TO COUNTER RIDICULE:
MAGNET INSTITUTIONS 1. try to keep a relaxed body posture
• involve nurses at all levels of the organization and give 2. pleasant smile
nurses a voice in policy information 3. steady gaze

MOST SUCCESSFUL POLITICAL STRATEGIES SMOKE SCREEN

1. communicating with legislators • uses ambiguous or inappropriate questioning
2. building coalitions
3. being knowledgeable about current issues OVER THE BARREL
4. providing testimony • when one uses the weaknesses of the other to force
5. solving problems concessions
6. educating and involving other nurses
7. knowing the legislator before needing help FLATTERY
• a form of seduction that causes a loss of power
LESS EFFECTIVE POLITICAL STRATEGIES
1.mass mailings PATERNALISM
2. petitions • an attempt to convince the other party that the action will
3. demonstrations be for the person’s good
4. reliance on others to protect nurses’ interests
AGGRESSIVE TAKEOVER
FACTORS THAT HAVE CONTRIBUTED TO • is when someone assumes authority and rapidly makes a
UNSUCCESSFUL POLITICAL OUTCOMES: decision
1. emotionalism
2. lack of preparation 3 STEPS IN NEGOTIATING THE RULES WHEN THE
3. lack of unity among nurses OTHER SIDE USES DIRTY TRICKS:
4. failure to build an adequate power base 1. recognize the tactic
5. failure to attend political meetings 2. raise the issue explicitly
6. failure to contact policy makers until too late 3. question the tactic’s legitimacy and desirability
7. lack of publicity
8. lack of feedback from politicians, other nurses & community
members
5 STEPS TO BREAKTHROUGH NEGOTIATIONS:
LETTER 1. do not react
• a written record that requires a written reply and is more 2. disarm them
likely to reach the legislator 3. change the game
• should be kept brief, preferably one and not more than two 4. build them a golden bridge
pages 5. make it hard to say no

LEGISLATIVE PROCESS DISARM YOUR OPPONENT BY

1st: legislation is introduced
2nd: there is committee referral
3rd: hearings are held by the sub-committee
2 MAJOR WAYS OF NEGOTIATING:
1. HARD NEGOTIATOR
• wants to win and believes that the side that takes an
extreme position and holds out longer benefits more
• often exhaust themselves and their resources and harm
relationships
2. SOFT NEGOTIATOR
• prevents conflict and makes concessions quickly to reach
an agreement
• ultimately feels exploited and bitter
POSITIONAL BARGAINING
• is typical
• each side takes a position and argues for it
• also damages ongoing relationships
NEGOTIATIONS
• involve taking and giving up positions successively
PRINCIPLED NEGOTIATION
• another option for negotiation that is neither hard nor soft
• this method decides issues on their merits, looks for mutual
gains and insists on fair standards
• is hard on merits and soft on people
• 4 basic points to principled negotiation:
 separate the people from the problem
 focus on interests instead of positions
 generate a variety of options before deciding what to
do
 insist that the result be based on an objective standard
POSITIONAL PRESSURE TACTICS:
1. refusal to negotiate
2. extreme demands
• 1. listening
• 2. paraphrasing
• 3. asking for corrections
• 4. acknowledge points made and the opponents’ feelings
• 5. offer an apology when appropriate
• 6. project confidence
ADVERSARIES
• with whom we have low agreement and low trust
• they become adversaries only after our attempts to
negotiate agreement and trust have failed
• steps in dealing with adversaries:
 state your vision of the project
 state in a neutral way your best understanding of the
adversary’s position
 identify your own contribution to the problem
 end the meeting with your plans and no demand
OPPONENTS
• people whom we trust but who disagree with our goals
and purposes
• can bring out the best in us by challenging us and making
us clarify our beliefs and strategies
• steps for dealing with opponents:
 reaffirm the quality of your relationship and mutual
trust
 state your position
 state in a neutral way what you think your
opponent’s position is
 do problem solving
ALLIES
• one has high agreement and high trust
• they should be treated as friends
• steps include the following:
 affirm agreement
 reaffirm the quality of the trusting relationship
 acknowledge doubts and vulnerabilities related to
the project
 ask for advice and support
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 • is a strike action taken by union members against their
BEDFELLOWS employer
• one has high agreement and low trust
• there is a tendency to become manipulative toward people
we do not trust PHASES OF UNIONIZATION:
• to work with bedfellows: 1. organizing phase
 reaffirm the agreement 2. recognition phase
 acknowledge caution 3. contract negotiation phase
 be clear about what one wants from the bedfellow
 ask what the bedfellow wants and expects PEACE METAL
 try to agree about how to work together • step-by-step approach that tries to settle the issues one-
by-one
FENCE SITTERS
• do not take a stand for or against us
• they exhibit doubt, risk, and uncertainty TOTAL APPROACH
• to deal with fence sitters: • considers nothing settled until everything is settled
 state your position • this allows for calculation of the effects of the
 ask for the fence sitter’s position interdependent variables on each other
 apply gentle pressure to get a decision and express
frustration with neutrality COMBINATION METHOD
 ask what it would take to get the fence sitter’s support • uses both approaches

SUBSTANTIVE ISSUES STEP-BY-STEP METHOD

• concern policies, rules, and regulations
PROBING
• helps avoid miscommunications and is useful when one
needs to verify or uncover information or to make a decision
based on what was said
PROBE
• a statement or question used ti get more information
• used to progress from the easy to the hard issues
• the decisions are not irrevocable, trading takes place,
and decisions are reworked until negotiations are acceptable
to both parties
FINANCIAL RENUMERATION
• including wages and salaries, shift differentials, overtime
rates, holiday pay, cost-of-living adjustment, longevity and
merit increases--receives considerable attention

OPEN PROBE NONFINANCIAL RENUMERATION

• encourage people to speak freely • including insurance, retirement plans, employee services

CLOSED PROBE TYPES OF STRIKES

• elicit a yes or no response and often include words such as
could, would, are, is, or will
• are better for identifying others’ needs and ideas and
clarifying when one is not sure what the other person is
meaning
• can be used to ensure understanding by stating your
understanding and then using a closed probe to ask for
confirmation
2 STEPS TO OFFER IDEAS SO THEY WILL MORE LIKELY
BE HEARD
• indicate your intent
• then present your reasons before your conclusions
2 STEPS TO BUILD ON ANOTHER PERSON’S IDEA WHEN
YOU WANT TO INCREASE ITS USEFULNESS
• acknowledge the connection
• then add value
ESSENTIAL RULES OF NEGOTIATION:
1. align yourself with people who share your values
2. learn all you can about the other party
3. convince the other party that you have an option
4. set your limits before the negotiation begins
5. establish a climate of cooperation, not conflict
6. in the face of intimidation, show no fear
7. learn to listen
8. be comfortable
9. avoid playing split-the-difference
10. emphasize your concessions; minimize the other party’s
11. never push a losing argument to the end
12. develop relationships, not conquests
WHY EMPLOYEES JOIN UNIONS
• to increase their power to get certain responses from
management
• poor working conditions and job inequities in wage
increments, promotion and benefits cause distress
• poor quality of immediate supervision
• arbitrary treatment from management
• poor communications between employer and employee
1. Economic strikes
 employees attempt to get their employer to meet
their demands by withdrawing their services
 an employee cannot be fired for participating in an
economic strike but can be replaced
2. Unfair labor strikes
 result from an unfair labor practice by an employer or
a union
3. Sympathy strikes
 employees of one employer strike in support of
another
 workers can refuse to cross picket lines
4. Jurisdictional strikes
 there is a work stoppage over the assignment of
work to two or more unions
 employees may strike because the employer
assigned a particular job to another union
5. Recognition strikes
 a work stoppage to force an employer to bargain
with a particular organization
7. Illegal strikes
 comprises violent strikes, boycott or secondary
strikes, and wildcat or surprise strikes that are not
authorized by the union
ADVANTAGES OF COLLECTIVE BARGAINING
• equalization of power
• viable grievance procedures
• equitable distribution of work
• professionalism promoted
• nurses control practice
DISADVANTAGES OF COLLECTIVE BARGAINING
• adversary relationship
• strikes may not be prevented
• leadership may be difficult to obtain
• unprofessional behavior
• interference with management

PRIMARY BOYCOTT

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