9 - Transformation of power relationships

Question 1

2 approaches to power

Answer 1

Authoritarian approach:
- forcing people,
- directing people.
Humanistic power:
- creating culture with sense of inclusion, - - organizational learning,
- reflection and improvisation (this requires leaders that facilitate this)

Question 2

Definition of power

Answer 2

A has power over B to the extent that she can get B to do something that B wouldn’t
otherwise do

Question 3

Forms of power

Answer 3

Systemic

Episodic

Question 4

Lawrence - Systemic power

Answer 4

Cultural rather than individual

Social, bureaucratic, Technical & cultural

Question 5

Lawrence - Episodic power

Answer 5

Individual, social position, formal role

Short burst of power

Question 6

Lawrence - Interaction episodic and systemic power

Answer 6

Episodic power initiates the change
Systemic power institutionalizes the change.
Both powers form the basis for the other

Question 7

Power from social networks

Answer 7

• The more time you spend with powerful people, the more power you will get
• Sparse networks
• Dense networks

Question 8

Sparse networks

Answer 8

• One person is the middle of the network,
• low interconnection
• broker opportunity for the middle person
• aka structural holes

Question 9

Dense networks

Answer 9

• Highly interconnected network
• Aka network closure
• Dense networks support homogeneous
  views of the social world and cultural
  preferences

Question 10

Change agent with sparse network advantages

Answer 10

• Better initiation of change
• Better implement change that differ from status quo

“A network rich in structural holes affords change agents flexibility in tailoring arguments to different constituencies and deciding when to connect to them, whether separately or jointly, simultaneously or over time”

Question 11

Competence and likeability

Answer 11

• four grid

- High competence + high likeability = best

Question 12

Huy - Legitimacy

• deffinition
• effects
• different kinds

Answer 12

• When people believe that their superiors are entitled to their positions
• They feel obligated to follow their orders and requests
• Moral
• Relational
• Instrumental (facilitate in ones own goals)

Question 13

Huy - Emotional reaction

Answer 13

• Experience of emotional reactions when they evaluate the significance of an event in relation to own goals and concerns,
• Often generates change in readiness to act and prepares people to take action

Question 14

Huy- Emergent theoretical model

Answer 14

• Formulation phase
• Implementation phase
• Evaluation phase

Question 15

Huy- Formulation phase atTecko

Answer 15

new top team effectively communicated the need for radical change, and stressed their attributes,
performed a number of symbolic actions that suggested their change competence.

Question 16

Huy - Implementation phase at Tecko

Answer 16

TMs began shifting their focus to external pressures- therefore devoted less time to MM’s championed change projects

Not following through on promises
violation expectations of MM’s implementation.

Question 17

Huy - Evaluation phase at Tecko

Answer 17

Accumulating negative change outcomes led to the ultimate radical change outcome that economic benefits were well promise to shareholders.

Question 18

Huy - Temporal aspects of radical change

Answer 18

Stage-based model reveals:

• both change agent and recipient actions, cognitions, and emotional reactions can vary significantly in different phases of planned change
• recipients hold implicit expectations of progress in the change agent’s ability in accordance with the length of tenure in each role and in a given organization

Question 19

Huy - Resistance to change

Answer 19

MM tried to make sense of TM ‘s actions
Sensemaking involved:
- judgements of competence and trustworthyness
Resistance directly linked to legitimacy to lead change