Power in Conflict

Power in conflict is not a positive influence in the resolution of conflicts. One person either has power because of position, or imposes power because of a dominant personality or conviction (Wilmot & Hocker, 2006). Power can be utilized by words chosen, or by not saying anything at all.

Power is an energy that can be used to dominate a conflict. There are many forms of power. Distributive power and integrative power can be used to one's benefit. Distributive power is one's ability to achieve that which he or she is. If someone has actual authority, then there is distributive power, as in a parent to a child, or an employer to an employee. Integrative power is such that those who are in control work with others to accomplish a goal (Wilmot & Hocker, 2006). This would be a very agreeable method of utilizing power to obtain an equitable solution.

Power can be perceived by members of a group. In the case study from the Harvard Business Review, "The Team that Wasn't" Randy was using power against the team although he had no real authority. His strong will and reputation caused the other members of the team to cower (HBR, 2000). When he would behave as though disinterested in the topic, or when he would belittle the other members of the team, he was effectively using his power over the other team members (HBR, 2000). This ultimately caused a conflict between the team members.

Power can be different things to different people. If someone perceives power as something positive then they will acknowledge the power and work well within its rules. If someone perceives power as coercion and manipulation to obtain what one desires, then that would be negative use of power and not received well by others. If power is used in the latter manner, then those involved feel as though there is a struggle between the parties involved (Wilmot & Hocker, 2006). They will begin to realize that there will be no resolution without a balance in the power between the individuals.

In destructive conflicts, power is distributed. The power is perceived by each member of the conflict to be uneven, and that the other has more power. This prompts each person involved in the conflict to impose their power over a situation by verbal attacks, and dirty tricks. They can bring up past incidents that show they have the upper hand, but all the while, they believe they are justified because of their idea that the other already is displaying the power (Wilmot & Hocker, 2006).

Another type of power is designated power. This power is actually given to a person or a group. This would be given to police officers, doctors, or others in an authoritative role in society, including friends. The rest of us trust that they will do their best to abide by this kind of authority. In conflict, the power that is provided can cause submission by the other party. In the case of a police officer, the person he is encountering agrees to abide by whatever the policeman says. This can be a problem if the police officer is unscrupulous. The person that the policeman is talking to may feel they have no choice but to do what they are told, even if the information is wrong. If a doctor imposes his designated power, he can convince a patient they need to take medications that are not necessary if they were to diet instead. The people who designated the power to these individuals trust that they are not going to be treated poorly by those who have the power. This can create internal conflicts within people. They know what they've been told, but they may have know other information or possible solutions and now are torn between what they know and what the authority figure has told them to do.

Denial of power is also a type of power. In this type the individuals are embarrassed to hear that someone believes that they have power over a situation (Wilmot & Hocker, 2006). They deny that they said something to order someone else around, or that they said something to control a situation. In this way they are, in fact, controlling the situation by refusing to participate in the conflict, even after having something to say about it.

There is a formula that can be utilized in determining the amount of power that one has over another. Dependence someone feels for another is in direct relationship to the amount of power being imposed on them. If a subordinate in a company knows that their opinions will not be received well, then they will be less likely to voice them for consideration (Wilmot & Hocker, 2006). When the formula is used, realization of inequality in positions within an organization or within any group will keep some members from speaking their theories or ideas, hindering the progress of the group.

Power is an all-inclusive factor in the ability of people to resolve conflicts. There are many ways in which power can be used. It can be used in a forceful manner, as a police officer, a suggestive manner, as in someone with manipulative skills but no real authority, or in demands and forced requirements. People can impose power by not doing anything at all, and by denying that they have any power as well. When there is an imbalance of power between individuals in a conflict, then they will not be able to equitably handle the conflict to the benefit of all parties included.

References

Case Study (2006). He Said, She Said..., Conflict Styles and Tactics, Case Study, Retrieved on August 29, 2006 from http://kucourses.com/ec/courses/16508/CRS-CM310-2430504/Case_Study_Unit_5.pdf .

President and Fellows of Harvard College, (2000). Excerpts from "The Team that Wasn't", Westlaufer, S. (1994), Harvard Business Review on Negotiation and Conflict Resolution, HBS Press, Boston.

Wilmot, W. & Hocker, J. (2001). Interpersonal Conflict, 7^th Edition. McGraw/Hill. New York, NY.