Power in the Workplace

There's a conflict between two groups in my workplace that's becoming ugly. Our direct supervisor is friends with people in my group so we're thinking we have more power to get what we want. The other group thinks we should sit down to try to work this out. What's the point in negotiating when we hold the power?

Power is the ability to get things done; to accomplish work. In most workplace situations power is not evenly distributed and so, almost never, is their equality on both sides of a conflict situation. However, don't mistakenly simplify the power as only existing with "the boss." Everyone has power and ignoring that fact can lead to disaster. You will understand that negotiation is the best path to conflict resolution for everyone involved when you consider the many sources of power at play in the workplace.

Formal power: Position power that is associated with the "carrots and sticks" that come with a role. Your supervisor has formal power.

Power by association: Derived from relationship with someone who has the real power. You've determined power by association through friendships with your supervisor.

Expertise power: The result of great technical knowledge regarding a subject matter, a particular role or a set of challenges.

Habitual power: Comes from the normal desire to maintain the status quo. Change is often difficult, so people stay with the status quo even when they believe something else is better.

Moral power: Carries the weight of doing the right thing and aligning with organizational mission and values.

Normative power: Know "the lay of the land" and how to get things done. Familiarity with organizational traditions, routines, standards, practices, unwritten rules, etc. cuts through "red tape."

Nuisance power: The ability to bring discomfort and waste time. Everyone holds this power, whether they choose to exercise it or not.

Personal power: Displayed as self assurance, determination, endurance, confidence, persuasiveness and strength. Sometimes people with this power are referred to as "opinion leaders."

Procedural power: In charge of procedures that can be used to control a situation or create roadblocks.

Referent power: Gained through respect from others and generally associated with integrity and competence. Inspires high levels of trust.

Resource power: Controls resources involved in the conflict and can deny access.

In order to resolve conflict effectively, you need to consider what power is in play, who has it and how it can be used.