Bolman & Deal- Reframing Organizations pgs 191-308 Politics: realistic process of making decisions and allocating resources

amongst scarcity and different interests Basic politic skills: setting agendas, mapping political terrain, networking, building coalitions, and negotiating. *an organization is an active political player Ch.9- Power, Conflict, Coalition: -Columbia: crashes alt org breakdowns: compromises, changing priorities, mischaracterizations, no agreed vision (all political factors) -Challenges caused by political pressure at supplier company Assumptions of Political Frame: 1. Orgs are coalitions of assorted individuals and groups 2. Coalition members have enduring differences in values, beliefs, info, interests, perceptions, and perspectives 3. Important decisions= allocating scarce resources 4. Scarce resources and enduring differences put conflict at the center of day to day dynamics and make power the most enduring asset. 5. Goals and decisions emerge from negotiation among stakeholders lobbying for their own interests -Increased diversity = increased politics Agreement is easier when everyone shares same values and beliefs Power: ability to influence behavior to get things done 1. Authorities vs. partisans (workers applying bottom up pressure on mgmt) 2. Sources of power- position power, control of rewards, coercive power, info & expertise, reputation, personal power (attractive and sociable), alliances/networks, access and control of agendas, framing: control of meaning and symbols framework that issues will be viewed through 3. Zones of indifference= areas only a few care about, must track shifting zones or you lose power Distribution of power: 1. Overbound system- power concentration 2. Underbound- power diffused, few rules Conflict in orgs: 1. challenges status quo, can be good 2. mgmt should manage conflict before it becomes destructive -moral mazes- managers need credibility for promotion Four key pol. Skills 1. agenda setting- mgmt effective when know what they want a. vision balancing long term interests of major parties

b. strat for achieving the vision, recognizing competing internal and external forces- needs sensitivity and empathy c. swift beginnings are crucial for agendas 2. Map pol. Terrain a. Determine channels of informal comm. b. ID main agents of pol influence c. Analyze possibilities for mobilizing players d. Anticipate counterstrategies 3. Network and build coalitions a. ID relevant relationships b. Who will resist and how strongly c. Develop links with potential opponents to facilitate comm. d. If a-d fail, be more forceful- cultivate cheer leaders 4. Bargaining and negotiation a. Choose between creating value and claiming value b. Principled bargaining i. Separate people from the problem ii. Focus on interests, not positions iii. Invent options for mutual gain iv. Use objective criteria Morality in Politics: 1. Mutuality 2. Generality (broadly applicable rules) 3. Openness (sunlight best disinfect) 4. Caring Ch11- Orgs as pol. Arenas and agents Ex- walmart power vs. its image problems 1. Orgs as Arenas a. Sources of pol initiative: i. Bottom up political action- civil rights ii. Barriers to control from the top- school dist funding shows