Navigating Power Relationships - Amazon S3



Navigating Power RelationshipsCourse ProjectInstructions:This project provides a framework through which you can examine and evolve your relationship with power. You will begin by examining how power works in your personal setting. After this, you will work to refine the ways in which you use power to get things done. Where possible, use this document to record all your project work and responses to any questions. At a minimum, you will need to turn in a digital copy of this document to your instructor. You may also have additional supporting documents that you will need to submit. Your instructor will provide feedback to help you work through your findings.Note: Though your work will only be seen by those grading the course and will not be used or shared outside the course, you should take care to obscure any information you feel might be of a sensitive or confidential nature.Once you have completed all four parts of the project, submit this project document and any supporting documents to your instructor for grading. A submit button can be found on the Course Project, Part Four assignment page. Information about the grading rubric is available on any of the course project assignment pages online. Do not hesitate to contact your instructor if you have any questions about the project.Part One – Analyze a Power SituationIn this part of the project, you will examine a situation in which you or someone around you needed to get something done when resources were limited. This does not need to be an exceptional situation or involve an unusual resource constraint. In fact, typical situations are often the most informative when trying to understand how power is at work.The purpose of this assignment is to focus your attention on resources, how access to those resources is limited, and what effect this has on social interactions.Instructions:In order to satisfy this part of the project, you need to identify one action or situation involving a resource constraint. You will analyze the situation by answering some questions about the resource and the people involved. Answer each of the questions below in the space provided.ResourceWhat are the important resources in your organization? In general, are they becoming more or less available?Briefly describe the resource or resources that are involved in one situation you recorded in your journal. Why is this a limited resource?ControlWho controls the resource(s) in the situation you recorded?Is control of the resource(s) in dispute?InteractionsIs the person who needs the resource also a person with some control over it?What needs or needed to be accomplished?Describe the interaction around the resource. Was the interchange cooperative?Was the requestor required to meet conditions to access the resource?Was the requestor required to offer something in exchange?Was control of the resource changed or mediated through the interaction?How might this interaction have been impacted by recent environmental shifts?Part Two – Identify Power Sources and ConflictsIn this part of the project you will identify a specific goal or action, and you will examine how you can access resources that you need to achieve your desired outcome.The purpose of this assignment is to make explicit the role power plays in the kinds of things you want or need to accomplish.Instructions:In order to complete this part of the project, begin by identifying a change you wish to make or a goal you want to accomplish.Briefly describe the desired outcome. In the table below, identify resources that are necessary or helpful to achieve the outcome.For each resource, identify individual stakeholders who have control or are vying for control of the resource. Record these stakeholders in the table.Use the right column of the table to briefly describe circumstances around the resource that create the potential for conflict.ResourceStakeholders (specify ‘has control’ or ‘wants control’)Potential for conflictFor each source of potential conflict, consider how the situation can be managed or moderated. Answer each of the questions below in the space provided.Is there a natural compromise that could be proposed?What role can you play in moderating or managing the conflict?What source(s) of power can you draw on to benefit the situation?Is the balance of power shifting or likely to shift?Part Three – Create and Analyze a Personal Network MapIn this part of the project, you will create a “map” of your network. It can be a table, list, or diagram consisting of little more than names and the connections between those names. Your network map does not need to be comprehensive, but it does need to be effective. For example, it should include people with whom you have weak ties, and it should distinguish these connections from strong ties. After you have created your network map, you will analyze your network and indicate how you can enhance it, citing specific actions you can take and explaining how you expect these actions to enhance your power and benefit yourself or others. Because you need to leave time to analyze your map, plan on spending minutes, not hours, building it. Instructions:In order to complete this assignment, you need to create a network map (any format is acceptable)generate an analysis of your network that addresses the questions belowindicate at least three connections or actions that will enhance your network Step 1: Identify nodes in your network map.Attach a separate sheet or use the instructions from the Network Analysis Tool from this course (copied below) to document your network.Build a list of up to 30 important people in your professional and personal networks. Enter the names of up to six people in each column of the grid on the next page. The people you identify for each category should be the most prominent individuals or the people the you think of immediately for that category.You can identify the same person in more than one column.If you look back over the last year, who are the people with whom you have discussed important work-related matters? This may have been for bouncing ideas for important projects, getting support or cooperation for your initiatives, evaluating opportunities, or any other matters of importance to you. Record the names of up to six people in the Collaborators column of the grid.What people have been most helpful and useful in current or previous job searches? Consider people who have provided leads, made introductions, offered advice in your decision making, or other possibilities.?Record the names of up to six people in the Promoters column of the grid.List your closest friends. Consider those people with whom you most like to spend your free time or with whom you would be most likely to discuss a personal dilemma.?Record the names of up to six people in the Friends column of the grid.What people have contributed most significantly to your professional development during the past year? Record the names of up to six people in the Mentors column of the grid.Finally, identify up to six people in your organization or industry who are not listed elsewhere but who you believe could help you make connections to other networks or important resources. These should be people who would recognize you if you contacted them. Record the names of up to six people in the Connectors column of the grid.Sample of Nodes in Your NetworkCollaboratorsPromotersFriendsMentorsConnectorsStep 2: Complete your network map.Mark a line through names you listed in more than one column. Leave one copy of each name without a line through it. You can ignore the lined-out duplicates for parts b and c below.Circle names of any people you consider strong ties.Draw lines between any two people who know one another.Step 3: Analyze your network.Effective sizeAre many names repeated across the columns of the grid?If so, your network’s effective size is much smaller than its nominal size.DensityAre there many connections in the network map, or are most people unconnected?A larger number of connections indicates a denser network.ConstraintDid you circle many people to indicate your tie with them is strong?More circled names indicate a more constrained network.How many people in your network:___ share the same industry background___ work at the same company as you___ live in the same geographic region___ are more junior / ___ the same / ___ more senior than you in terms of experience___ are more junior / ___ the same / ___ more senior than you in terms of organizational position___ share one affinity group with you___ share more than one affinity group with youThe factors above are indicators of heterogeneity in your network. Heterogeneity can be a benefit when you need to access new sources of knowledge and opportunities.Step 4: List three goals, connections, or actions that will enhance your network, enhance your power, and/or provide benefit to yourself or others. Part Four – Refine Your Relationship with PowerBased on the results of both surveys, your journal, and the Power and Position tool, what are your to-dos? In this part of the project, you will define actions that will help you develop and use your power to accomplish goals and help your organization.Instructions:In order to complete this part of the project, you need to summarize your relationship with powerdefine opportunities to develop and fine-tune the approach you take to gaining and using powerStep 1: Relationship with Power – a SummaryWhat is your political orientation on the DuBrin scale? Consider your need for ___ power ___ autonomy ___ affiliationas indicated by the results of the survey at the beginning of this module. Rank these needs from greatest (1) to least (3). Do you act in the way that this ranking would suggest?In which Power and Position quadrant are you?Review your Power and Interactions Journal. What patterns have you seenin the distribution of resources or control of resources you have needed?in the relationship between who holds power and situation outcomes?Step 2: Define actionsWhat actions will you take to enact one or more of the following?seek opportunities to exercise your powerbuild in checks to your powerget more comfortable with powerreduce interdependenciesfind ways to maintain or increase your autonomyAnalyze one goal that you wish to achieve with respect to the levers of control. Use the levers of control diagram on the next page.In the center of the diagram on the next page, enter a strategy or goal.For each of the four levers of control, record at least one way that the lever can be used to help reach the goal (e.g., a new diagnostic defined so that a minimum performance threshold is met).Four Levers of ControlInteractive Controls Diagnostic Systems Belief Systems Boundary Systems Simons, 1995Description of the Four Levers of Controlleft sideInteractive control systems are used to stimulate search and learning, allowing new strategies to emerge as participants throughout the organization respond to perceived opportunities and threats. As a fourth lever of control, these systems focus attention on strategic uncertainties and enable strategic renewal. Belief systems are used to inspire and direct the search for new opportunities. right sideDiagnostic control systems are used to motivate, monitor, and reward achievement of specified goals. Boundary systems are used to set limits on opportunity-seeking behavior. ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download