Power in Groups Activity
This is a lesson about the use of power in groups based on social exchange theory. The lesson provided in-depth knowledge of use and abuse of power in work groups presented through an experiential learning activity in which power needed to be shared within and across groups to successfully achieve the goal.
This one-hour lesson was created during my tenure at Rollins College and was administered to a classroom of 25 adult learners by myself and my classmate Renata Stare.
This one-hour lesson was created during my tenure at Rollins College and was administered to a classroom of 25 adult learners by myself and my classmate Renata Stare.
Dynamic Interdependence View of Power
All members of the group share power (influence and are influenced) and use it to achieve the group’s goals. Power relationships are dynamic and complex; they shift and change on different issues (Johnson and Johnson, 226). Power exists in relationships, not in individuals. Characteristics of Power: Dynamic – the nature and patterns of influence vary in a group as members strive to achieve mutual goals. Holistic – power is complex and must be studied as a whole. Phenomenological – happens in real time as group members interact and influence each other. It is not based on a member’s history and genetics. Deductive – you can apply theoretical principles about power and its use and validate the theories. Distributed – power is shared by all members of the group, and every member has influence over every other group member and over what the group does. Inevitable – power exists in all relationships. Mutual influence is continuous as members act and react to each other. Essential, Pervasive – the use of power is essential to group functioning, including setting goals, communicating, leadership, making decisions, and resolving conflicts. |
Note: As best practice, speaker notes are embedded in the presentation using hidden slides. This enables other members of the team to administer the lesson if needed and prevents a situation where the knowledge of the lesson or workshop is in the instructors head and not documented anyplace.
Social Exchange Theory Students should be aware that different theories exist, but we will focus this one-hour lesson on social exchange theory use of power. Power is based on the control of valuable resources (Johnson and Johnson, 235). The type of resource determines the basis for the person’s power. The power bases are: reward, coercive, legitimate, referent, expertise, and informational. Bases of Power From Social Exchange Theory (Johnson & Johnson, 235-237).
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Trait Factor View of Power
To contrast social exchange theory with trait factor, the trait factor view of power will be mentioned very briefly. The capacity to exert power over people as a genetically inherited trait or disposition. For example, people who can run fast were born with the ability to run fast (Johnson and Johnson, 233-234). Two trait factor approaches are: Power and persuasion People believe those whose traits are likeable, such as one who is trustworthy, distributes resources fairly, and treats others with respect. If the receiver has low self-esteem, no forewarning of the influence attempt, and relates to the message he is influenced more easily. This approach has little support from social scientists. Social dominance Power is in the hands of the one who controls the resources essential for survival, growth, and development. A social dominance hierarchy evolves when members vary in their ability to acquire resources. This is not an organizational method, but is a natural consequence of differences in members abilities to compete. Being dominant (competitive ability) is correlated with health, vigor, productiveness, and reproductive success. Social dominance is a clear example of the trait factor approach. Characteristics of the Trait Factor view are:
Variables relating to the characteristics of the communicator. Attractive, trustworthy, fair, respectful communicators can easily influence others. Message Effects Variables relating to the characteristics of the communication. Messages are effective if they are two-sided, action-oriented, and aligned with members beliefs. Receiver Effects Variables relating to the characteristics of the person receiving the message. The individual is influenced if he has low self-esteem, do not see the influence attempt coming, are distracted while the message is received. |
Power
The capacity to influence the outcomes of oneself, others, and the environment. When individuals work together to achieve mutual goals, the use of power is inevitable, essential, and distributed (Johnson & Johnson, 223).
When people work in groups, the use of power is inevitable, essential, and distributed. Influence goes on continuously. Power is a factor in goal setting, communication, leadership, and decision making. |
Competitive Context
Power is used to gain advantage and promote one’s own success at the expense of others. (Johnson and Johnson, 226-227). In the competitive context, power is:
Cooperative Context Power is used to maximize benefits to all members and enhance group effectiveness. Group members are open to being influenced (inducibility) because a member’s power benefits the whole group (helps them achieve the group’s goals) (Johnson and Johnson, 228-229). In the cooperative context, power is:
Based on expertise, competence, and access to information – authority and personality characteristics are set aside in favor of the member with the most expertise on each specific issue. Individuals are less coercive and more supportive and persuasive in their use of power. This leads to trust, exchange of resources, greater productivity, and a view that power is expandable. |
Positive Interdependence and Cooperative Power
Power of one member over others depends on the (Johnson and Johnson, 229):
Mobilizing Power to Accomplish Goals Purpose is to get a group to accomplish goals that one individual cannot do alone (Johnson and Johnson, 229-230). Need to combine the efforts of all members.
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Bases of Power
We will do an activity that demonstrates the bases of power: Reward, coercive, legitimate, referent, expert, and informational. Bases of Power From Social Exchange Theory (Johnson & Johnson, 235-237).
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Effective Use of Power
Most groups have an unequal distribution of resources. Even so, all members have power and can influence all other members. How a group uses power has an important bearing on the group’s effectiveness (Johnson and Johnson, 240-241). Group effectiveness is increased when power is relatively mutual among members and is based on competence, expertise, and information. The problem-solving ability of a group is improved when the group has dynamic power patters that equalize influence among group members. Group decisions are of higher quality when power is based on competence, expertise, and relevant information; not on authority or popularity. |
Active Learning: Crazy Crayola!
This is an activity designed to aid transfer of training to the workplace through experiential learning. Students are broken into small groups, each group given a different set of resources, but a task that requires all of the resources available in the room. By splitting resources among different groups we create an authentic work environment in the classroom, and this environment requires people to share power within their own group but among outside groups as well. While the activity is in session, discuss the following points which were part of required reading prior to the class (flipped classroom) to remind students of the forces of power and how they can be used (or abused) to complete or fail the task. Constructive Power
Destructive Power
Reactance Resistance to coercive power. The need to establish one’s freedom whenever it is threatened. Threats to freedom motivate people to take action, such as obstructing or negating the power holder’s influence. It could also lead to sabotaging the group’s effectiveness. The use of coercive power escalates in response to resistance. When the target of coercive power resists, the influencer may move from mild to strong tactics. This is a perpetual cycle and can decrease group effectiveness (Johnson and Johnson, 227). Unequal Power: See Chapter 6 Notes handout. Positive Interdependence: See Blue Handout from prior class. Positive Interdependence and Cooperative Power Power of one member over others depends on the (Johnson and Johnson, 229):
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Activity Debrief
Discuss the use of power by individuals and groups as the activity unfolded. Interestingly, the one individual who over the course of the two-year cohort was the most kind and generous person was given the most resources and her first reaction was that she was going to keep them all to herself so her team would win the task. However, she was missing a few key resources that were given to the other groups, and neglecting to share power would have prevented her team from winning. Ultimately, her team bartered the resources she had to enable her team to receive tools it needed to complete the work. |