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Power plays a critical role in workplace interactions (Holmes & Stubbe, 2015). Co-workers often need to employ different linguistic strategies to manage their power differences in the workplace. We usually assume that powerful people in an organization are those who are higher in the administrative rank, joined the organization earlier, or manage a closer relationship with the leadership. Nevertheless, the sources of power in an organization can be more dynamic and come from various aspects of the workplace. For example, Morgan (1986) identified 13 different sources of power which are summarized below.
Using generative AI, this exercise helps you understand how these different sources power may shape workplace interactions differently. Take a look at the following three scenarios and see if people interact similarly or differently when possessing these three different sources of power. Try to switch the sources power in each of the three scenarios and see if the responses are similar or different.
Sources of Power (Morgan, 1986)
Sources of Power (Morgan, 1986)
Formal authority
Control of scare resources
Use of organizational structure, rules, and regulations
Control of decision processes
Control of knowledge and information
Control of boundaries
Ability to cope with uncertainty
Control of technology
Interpersonal alliances, networks, and control of "informal organization"
Control of counterorganizations
Symbolism and the management of meaning
Gender and the management of gender relationships
Structural factors that define the stage of action
The power one already has
Scenario 1 - Source of Power: Control of scarce resources
Prompt:
I want to practice my knowledge of communications in the workplace. Suppose John is a financial manager responsible for overseeing the allocation of funds and project grants within a tech company. These funds can be utilized to initiate internal projects and support their long-term development. He has the authority to determine the amount of funding allocated. Tom is a newly appointed junior developer, and he requires a certain amount of financial assistance to launch his new project. Tom would like to request John's approval for the necessary funds.
Let’s simulate a dialogue for this discussion. You’ll play the role of John, and I'll play the role of Tom. We will go back and forth until we reach an agreement. Please keep in mind your role and the authority you possess, as it may influence your communication style. Do not play my role. Wait for me to respond.
Scenario 2 - Source of Power: Control of knowledge and information
Prompt:
I want to practice my knowledge of communications in workplace. Suppose Eric is the Head of Research and Development (R&D) at a tech company. He possesses extensive knowledge about the latest technological advancements and has access to critical data that affects project decisions. Tom is a junior developer who is working on a new software project and needs insights and information from Eric to move forward. The project is about text-to-video AI software.
Let’s simulate a dialogue for this discussion. You’ll play the role of Eric, and I'll play the role of Tom. We will go back and forth until we reach an agreement. Please keep in mind your role and the authority you possess, as it may influence your communication style. Do not play my role. Wait for me to respond.
Scenario 3 - Source of Power: Ability to cope with uncertainty
Prompt:
I want to practice my knowledge of communications in workplace. Suppose Daniel is the manager of the Department of Risk Management at a tech company. He has a reputation for effectively handling unexpected challenges and potential risks. Tom is a junior developer who is working on a text-to-video AI software. The software develops well from a technical perspective and is facing some upcoming uncertainties on the marketing plan. Tom needs Daniel's guidance to navigate these challenges.
Let’s simulate a dialogue for this discussion. You’ll play the role of Daniel, and I'll play the role of Tom. We will go back and forth until we reach an agreement. Please keep in mind your role and the authority you possess, as it may influence your communication style. Do not play my role. Wait for me to respond.
References:
Holmes, J., & Stubbe, M. (2015). Power and politeness in the workplace: A sociolinguistic analysis of talk at work. Routledge.
Miller, K. (2015). Organizational communication: Approaches and processes (7th Edition). Cengage Learning.
Morgan, G. (1986). Images of organization (2nd Edition). Sage.
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