MBA 254-1A / MBA 254-2A

Power and Politics in Organizations

Spring 2015

Section 1A: Instructor: Sameer B. Srivastava

Tuesday & Thursday 2:00 4:00pm Tel: (510) 643-5922
Room C135 Cheit Hall Fax: (510) 643-1412
srivastava@haas.berkeley.edu
Section 2A: Office Hours: Thur 11am-12pm in
Tuesday & Thursday 4:00 6:00pm F547, or by appointment
Room C135 Cheit Hall
Course Assistant: Sanaz Mobasseri
sanaz_mobasseri@haas.berkeley.edu

Course Description

This is a course about understanding and managing power and political dynamics in ways
that enable you to achieve your professional goals. Many people are ambivalent, if not
disdainful, of those who seek to wield power and influence at work. But organizations are
fundamentally political entities, and power and influence are key mechanisms by which
things get done. The ability to diagnose and navigate organizational politics is essential to
formulating and implementing effective business strategy. In addition, managers are
usually on the receiving end of these processes. An astute manager knows how to
anticipate others moves, block or avoid moves that have undesirable consequences, and
reinforce moves that can support their own objectives.

The course is also intended to unearth your implicit beliefs and feelings about power and
influence. These have a profound impact on how you perceive problems and
opportunities, and therefore on how you decide upon particular courses of action. We will
draw on a mix of conceptual models, tactical approaches, self-assessment tools, and
simulation exercises to help you better understand political dynamics as they unfold
around you and to sharpen your ability to exercise effective influence tactics. We will
start by considering power and political dynamics in interpersonal dynamics, then move
to the context of groups and organizations, and finally consider the broader societal level.
We will also discuss difficult ethical questions associated with the use of power and
influence.

The overarching course objective is to help you sharpen your political intelligence.
After taking this course, you will be better able to: (1) map the distribution of power
within and across organizations, (2) identify strategies for building the power needed to
achieve your goals, (3) develop techniques for influencing others, and (4) understand how
to harness power to secure others cooperation and lead transformative change in
organizations. These skills will be invaluable throughout your career.

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 Course Requirements

You will be evaluated on three types of work: (a) class participation (40%); (b) a memo
(10%); and (c) a final paper (50%).

Class Participation (40%):

Much of what you will learn in this course will come from exposure to the ideas and
insights of your classmates. It is therefore essential that you come to class fully prepared
and that you participate actively in class discussions. I will usually cold call one person to
open the discussion of a particular case. An effective case opener will typically last 5-
10 minutes and include: (1) a brief description of the case context; (2) framing of the
choice, issue, or challenge faced by the protagonist; (3) a clear recommendation about
what the protagonist should do; and (4) rationale for the recommendation. You should
focus on taking a point of view, rather than just regurgitating case facts. For those who
open a case discussion, the quality of the opener will be one component of the class
participation grade. Not everyone will have a chance to open a case discussion. For
everyone, the level and quality of participation following the opener will be the most
important determinant of the participation grade. Quality includes (but is not limited to):
(1) well-reasoned arguments that draw on the core concepts and tools introduced in the
course; (2) insightful and constructive critiques of others contributions; (3) comments
that integrate others ideas or connect concepts across cases and modules of the course;
and (4) willingness to take intellectual risks for example, by asking stupid questions
that others are reluctant to pose but that help advance everyones understanding. I realize
that extenuating circumstances might sometimes prevent you from being fully prepared.
You are granted one free pass from being cold called in a class. If you wish to exercise
your free pass, please email me 24 hours before the start of that class to let me know.
Finally, please note that unexcused absences can adversely affect your participation
grade.

Memo (10%)
During the course of the semester, you will need to submit a written memo. The memo
should be brief (less than 750 words or ~ 3 pages, double-spaced). It is intended to help
you reflect and digest the course concepts and will also prove useful in thinking through
your final paper.

Your memo should include three sections of approximately equal length:

(1) What are your goals, with respect to power and influence, for the next five years of
your career? For the following five years? For example, what kind of job positions would
you like to hold? What kind of impact would you like to have in these positions?
(2) Apply one core concept from class to your own goals. Demonstrate how applying
course concepts can help you think about challenges and issues that you are likely to face
in achieving your goals.
(3) Reflect on one of the interviews you have conducted for the final paper and
incorporate this into your memo. Why did you choose this individual and how can their
perspective help you achieve your goals? What key insights did you gain from this

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conversation? How do their backgrounds and positions in the organization shape the
perspectives they shared with you?

Due: February 12, 2015 at the beginning of class

Final paper (50%)

There is no final exam for this course. Instead, there is a paper designed to help you chart
your short- to medium-term career development strategy. It will give you an opportunity
to apply the concepts and lessons to your current position (or to potential future positions
you might be considering).

Your paper should address the following five questions:

1. What goals are you trying to accomplish in this position?

2. In light of your goals, what is the relevant political map of the organization (e.g.,
distribution and sources of power, key stakeholders and their interests)?
3. How well positioned are you for success in achieving your goals? What concrete
strategies will you have to pursue to improve your chances for success?
4. What ethical and social dilemmas might you encounter in implementing this
strategy and how would you handle these dilemmas?
5. What is your short-, medium-, and long-term action plan for managing the power
and political dynamics needed to achieve your goals? Be specific.

Final papers should not exceed 10 pages (typed, double-spaced, 12-point font, 1 inch
margins). The paper is due on March 5, 2015. Your grade will be based on the depth of
your understanding of core course concepts, how well you apply those concepts to your
real-world context, the thoughtfulness and rigor of the diagnosis you present, and the
balance of creativity and pragmatism displayed in your action plan. Papers that are late or
that exceed the 10 page limit will be penalized.

As part of this assignment, you are required to conduct three informational interviews
with people who are either currently in the position you seek or are qualified to speak
about the political environment that surrounds it. You can identify potential interviewees
from your own contacts or through the Haas alumni network. I realize that there may be
sensitivities involved in interviewing certain people or in writing about prospective future
positions. Remember that the goal of the assignment is to help you in advancing your
career. If you have any questions or concerns about the sensitivities of interviewing
people for this assignment, please get in touch with me by email.

Due: March 5, 2015

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 Required course materials

Course reader, which is available on Study.net.

Cialdini, R. B. Influence: The Psychology of Persuasion. New York: William Morrow.

Pfeffer, J. Managing with Power: Politics and Influence in Organizations. Boston, MA:
Harvard Business School Press.

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COURSE OUTLINE
I. Political Mapping and Sources of Power
Week 1 Tues, Jan 20, 2015 Profile of the Nave Politician
Thurs, Jan 22, 2015 Reputation and Performance
Week 2 Tues, Jan 27, 2015 Networks
Thurs, Jan 29, 2015 Networks & Alliances
II. Power and Politics in Interpersonal Relations
Week 3 Tues, Feb 3, 2015 Leaderless Group Discussion
Thurs, Feb 5, 2015 Debrief Leaderless Group Discussion
Week 4 Tues, Feb 10, 2015 Influence Tactics
III. Power and Politics in Organizations
Thurs, Feb 12, 2015 Entering a New Organization
Memo Due
Week 5 Tues, Feb 17, 2015 Power in Teams and Subunits
Thurs, Feb 19, 2015 Leading and Sustaining Organizational
Transformation
Week 6 Tues, Feb 24, 2015 Subunits and Leading Change from the Periphery,
rather than the Core
IV. Dilemmas and Unintended Consequences of Power
Thurs, Feb 26, 2015 Managing Crisis and the Loss of Power
Week 7 Tues, Mar 3, 2015 Ethical Considerations
Thurs, Mar 5, 2015 Capstone Case
Final Paper Due

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SCHEDULE OF SESSIONS * indicates required readings

I: Political Mapping and Sources of Power

WEEK 1

Tuesday, January 20, 2015

Session 1 Profile of the Nave Politician

Readings: *Pfeffer, MWP, Ch. 3, Diagnosing Power and Dependence.

*Jick, T. & Gentile, M. Donna Dubinsky HBS case.
Pfeffer, MWP, Ch. 1, Decisions and Implementation.
Pfeffer, MWP, Ch. 2, When is Power Used?

Case: Donna Dubinsky and Apple Computer, Inc.

1. Why was Donna Dubinsky initially successful (1981-1984) at Apple

Computer?
2. How and why did things begin to unravel?
3. How did Dubinsky react and why?
4. What should she have done differently?

Exercise: Online self-assessment (optional). You will receive an email from Sanaz
after class. Please complete this by 5pm on Wednesday, January 21st.

Thursday, January 22, 2015

Session 2 Reputation and Performance

Readings: *Caro, TPTP, Ch. 13, "On His Way."

*Caro, TPTP, Ch. 16, "In Tune."
American President, Lyndon Baines Johnson: A Life in Brief.
Pfeffer, MWP, Ch. 7, "Formal Authority, Reputation, and Performance."
Pfeffer, MWP, Ch. 9, "Individual Attributes as Sources of Power."

Case: Lyndon B. Johnson

1. What things did Johnson do to build his reputation?

2. What strategies did Johnson use to acquire resources useful for
exercising power?
3. What sources of power did Johnson possess or acquire?
4. What personal characteristics and aptitudes did Johnson demonstrate?

AFTER CLASS: Complete Network Assessment Exercise by 5pm on Friday, January

23rd.

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WEEK 2

Tuesday, January 27, 2015

Session 1 Networks

Readings: *Tempest and McGinn, Heidi Roizen, HBS Case.

Pfeffer, MWP, Ch. 6, "Location in the Communication Network."

Case 1: Heidi Roizen

1. What steps did Roizen take, over various jobs, to develop a network? To
maintain it?
2. What are the strengths of Roizens network as we see it at the end of the
case? The weaknesses?
3. What suggestions would you give Roizen for adjusting and maintaining
her network as she becomes more involved as an Internet venture
capitalist?
4. What has made Roizen so successful?

Video: A conversation with Heidi Roizen

Debrief: Debrief Network Assessment Exercise

Thursday, January 29, 2015

Session 2 Networks & Alliances

Readings: *Hill, L., Amelia Rogers at Tassani Communication HBS case.

Case: Amelia Rogers at Tassani Communication

1. What is going on here? Why did Burns call Johnson? Why did
Johnson call Rodgers?
2. What should Rogers do? Should she speak to Burns? Should she speak
to Paglia? (Please be specific about the influence strategy and tactics she
should use)

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II: Power and Politics in Interpersonal Relations
WEEK 3

Tuesday, February 3, 2015

Session 1 Leaderless Group Discussion

(NO READINGS)

There is no preparation needed for this class. You will receive

materials for the exercise at the beginning of the class.

Thursday, February 5, 2015

Session 2 Debrief Leaderless Group Exercise

Debrief: Leaderless group discussion

We will debrief the exercise in class. Please be prepared by reading the

personalized feedback report, which you will receive before class. Please be
prepared to address at least the following questions:

1. Were there any surprises in your feedback report?

2. What were some of your strengths in the group discussion in terms of
your interpersonal style?
3. What were some areas for improvement in your interpersonal style?

Read after *Tannen, The Power of Talk: Who Gets Heard and Why.
Class: *Wheeler & Nelson, Nonverbal Communication, HBS Note.
Cuddy, Kohut, and Neffinger, Connect, Then Lead, HBR.

AFTER CLASS: Complete Self-Monitoring Scale by 5pm on Wednesday, February

11th.

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WEEK 4

Tuesday, February 10, 2015

Session 1 Influence Tactics

Readings: *Cialdini, Harnessing the Science of Persuasion, HBR.

*Pfeffer, MWP, Ch. 15, Symbolic Action: Language, Ceremonies, and
Settings.
Cialdini, Influence: The Psychology of Persuasion.
Pfeffer, MWP, Ch. 13, The Politics of Information and Analysis.

(No case)

III: Power and Politics in Organizations

Thursday, February 12, 2015
Session 2 Entering a New Organization

Readings: *Hill, Matt Leeds (A)", HBS case.

*Gabarro and Kotter, Managing Your Boss, HBS Note.

Case 1: Matt Leeds

1. How did Matt Leeds get into the situation of feeling so powerless?
2. Could he have done anything differently to help his cause?
3. What should he do now? Be specific.

AFTER CLASS: Complete Change Management Simulation before start of class on

Thursday, February 19th.

*** REMINDER: Memo is due at the start of class

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WEEK 5

Tuesday, February 17, 2015

Session 1 Power in Teams and Subunits

Readings: *Kotter, Relations with subordinates: Coping with dependence on a

complex human system.
Pfeffer, MWP, Ch. 8, "The Importance of Being in the Right Unit."
Pfeffer, MWP, Ch. 14, "Changing Structure to Consolidate Power."
Thompson, Team Decision Making: Pitfalls, and Solutions.

Exercise: Tanagram

There is no preparation needed for this exercise. You will receive

materials for the exercise at the beginning of the class. The first
portion of class will be spent preparing for the exercise.

(No case)

Thursday, February 19, 2015

Session 2 Leading and Sustaining Organizational Transformation

Readings: *Kotter, Leading Change: Why Transformation Efforts Fail, HBS Note.
Christensen and Shu, What is an Organizations Culture, HBS Note.

Case: Change Pro Simulation

Please come prepared to discuss the key insights you gained from the
simulation exercise

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WEEK 6

Tuesday, February 24, 2015

Session 1 Subunits and Leading Change from the Periphery, rather than the
Core

Readings: *Excerpts from Conley, Walking Out on the Boys: Introduction (pp. 3-8);
Ch. 2 (pp. 39-42; 45-51); Ch. 3 (pp. 67-72; 75-82); Ch. 4 (pp. 92-93; 104-
106); Ch. 5 (pp. 113-114); Ch. 8 (161-162; 170-174); Ch. 9 (pp.188-189;
191-192); Ch. 11 (pp. 223-224; 238); Afterward.

Video: Black Caucus Groups at Xerox Corporations

Case 1: Frances Conley

1. What does Conley's experience suggest regarding how power is built

and maintained in academic medicine?
2. Was Conley right to resign when she did? What other options did she
have?
3. At the time she learned of the plan to give her laboratory space, what
should Conley have done?
4. What do you think of Conleys decision to rescind her resignation?

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IV: Dilemmas and Unintended Consequences of Power
Week 6 (continued)

Thursday, February 26, 2015

Session 2 Managing Crisis and the Loss of Power

Readings: *Auletta, "Power, Greed and Glory on Wall Street," NY Times.

*Auletta, "The Men, the Money, the Merger," NY Times.
Kramer, The Harder They Fall, HBR.
Keltner, The Power Paradox, Greater Good.

Case: Lehman Brothers

1. What did Glucksman do to orchestrate Peterson's ouster?

2. What happened to Glucksmans power base once he took over?
3. How did Glucksmans personality traits help lead to his fate?
4. What should Glucksman have done differently?

*** REMINDER: The final paper is due on March 5, 2015

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WEEK 7

Tuesday, March 3, 2015

Session 1 Star Power Simulation and Ethical Considerations

Readings: *Kotter, J., Excerpts from Blind Ambition, HBS case.

*MWP, Ch. 18, "Managing with Power."

Case: Blind Ambition

1. How did John Dean get into this mess?

2. How could he have avoided this situation? Be specific.
3. Could this ever happen to you?

Exercise: Star Power Simulation

There is no preparation required for this simulation. All materials

will be handed out at the start of class.

Thursday, March 5, 2015

Session 2 Capstone Case

Readings: Ibarra and Seusse, Margaret Thatcher, HBS case

Case: Margaret Thatcher

1. What bases of power did Thatcher develop in her early career?

2. How did she exercise influence? How did this change over time?
3. What enabled Thatcher to so dramatically change the political
landscape of Britain? How did she get to have so much power?
4. Thatcher was ultimately "betrayed" by her own party, and thrown out
of power. What were the weaknesses in her power bases or her
influence tactics that led to her downfall?
5. What insights have you drawn about your own attitudes and
preparation to exercise power and influence?

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