Chapter 13
Conflict, Power, and Politics
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A Definition of Conflict
Conflict means a disagreement or clash between people, groups, or even within a person, that happens
when interests, opinions, needs, goals, or actions differ. It can occur in any setting—home, school,
workplace, or society.
It’s a normal part of life and happens whenever people interact. It can lead to better ideas and
solutions if handled well, or damage relationships if not managed.
Types of Conflicts:
Conflicts can be classified from different points of view. Let’s discuss all-
Points of View Classification Description Example
Origin of the Internal It happens within a person’s Choosing between two
conflict Conflict mind. career options.
External It happens due to external Facing pressure from family
Conflict reasons or arises from forces to join the family business
beyond the person's control. while wanting to start a
different career.
Setting of the Personal It happens between individuals in One partner wants to move
conflict Conflict their personal or casual settings. to a new city for work, but
the other wants to stay close
to family.
One roommate always wants
the room to be quiet to
study, but the other likes to
play loud music.
Organizational It happens within official or An employee disagrees with
Conflict organized settings between a manager about a work
individuals or groups at similar or deadline or task assignment.
different levels. Two departments in a
company argue over budget
distribution.
Loci of Conflict Dyadic Conflict between two individuals, A fight between friends over
Conflict irrespective of their personal or a cricket match.
organizational setting. Two coworkers argue over
who should lead a project.
Intragroup Conflict that happens within the Members of a project team
Conflict same group or team. disagree on how to divide
the workload.
Intergroup Conflict that occurs between two The sales team and the
Conflict or more groups or teams. customer service team
blame each other for a drop
in customer satisfaction.
Outcome of Functional Functional conflict is helpful. It In a group project, two
the conflict Conflict brings new ideas, improves students disagree about the
understanding, and helps people best design. After discussing,
solve problems. they combine both ideas to
make a better one.
Dysfunctional Dysfunctional conflict is harmful. Two team members keep
Conflict It creates stress, reduces arguing and refuse to work
together. As a result, the
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teamwork, and slows down project is delayed and the
progress. team fails.
Power
Power is the ability or capacity to influence or control the behavior, actions, or decisions of others. It
means having the strength to make things happen or to make people do something, whether by
authority, persuasion, or force.
The Bases or Sources of Power
Where does power come from? What gives an individual or a group influence over others? We answer
by dividing the bases or sources of power into two general groupings—formal and personal—and
breaking each of these down into more specific categories
i. Formal Power:
Formal power is based on an individual’s position in an organization. It can come from the
ability to coerce or reward, or from formal authority.
a. Legitimate power: Power that comes from a formal position or role in an organization
or society.
A police officer can give fines for breaking the law. People listen because the officer
has official authority.
b. Coercive Power: Power that comes from the ability to punish or threaten others to
make them obey.
A boss threatens to fire an employee if they don’t finish the work on time. The
employee follows out of fear.
c. Reward Power: Power that comes from the ability to give rewards like money, praise,
promotions, or other benefits.
A teacher offers extra marks to students who submit homework early. Students do it
quickly to get the reward.
ii. Personal Power:
Power, which comes from an individual’s unique characteristics, is called personal power.
There are two bases of personal power: expertise and the respect and admiration of others.
a. Expert Power: Power that comes from having special knowledge or skills.
A doctor gives health advice, and people listen. People follow because the doctor is
an expert.
b. Referent Power: Power that comes from being liked, respected, or admired.
A celebrity promotes a product, and people buy it. They follow because they look up
to the celebrity.
Power and Dependence Rapport
The more someone depends on you, the more power you have over them. If you have something that
others need, and only you can provide it, they become dependent on you, and that gives you power.
For example, if you are the only person in a village who has clean water, people will come to you for it.
This makes you powerful because they depend on you. This is like the saying: "In the land of the blind,
the one-eyed man is king." Even if you have a small advantage, it's powerful when no one else has it.
But If Something Is Common, like if everyone has clean water, then no one needs to depend on you.
So, your power is reduced. Power comes from being needed and not easily replaced. The less you
depend on others, the freer and powerful you become.
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Now, what Creates Dependence? Dependence increases when the resource you control is: Important,
Scarce, and Nonsubstitutable. Let’s explain each one comprehensively with examples:
i. Importance:
If what you control is important or valuable to someone else, they will depend on you. People
depend more on you when you have something they need to achieve their goals, survive, or
succeed. For Example:
• A company depends on its IT specialist to keep systems running. If the system crashes,
the business suffers.
• A patient depends on a doctor for life-saving treatment, because health is important.
The more critical the thing is, the more power the controller of that resource has.
ii. Scarcity:
If what you have is hard to find or rare, others will depend on you more. When there are very
few people who have the same thing or offer the same service, your value increases, and
others rely on you more. For example:
• If you’re the only supplier of a rare metal needed for electric cars, car companies will
depend on you.
• If only one person in the office knows how to fix a complex system, they become highly
valuable.
The rarer the resource, the greater the power of the person who controls it.
iii. Nonsubstitutability:
If what you offer cannot be replaced by something else, then people will depend on you more.
If there is no alternative to what you provide, others have no choice but to rely on you.
• A teacher who has built a unique relationship of trust with students — no one else can
easily replace that.
• A company uses a custom-made software developed by one specific expert — that expert
becomes irreplaceable.
When people can’t find a substitute, your power grows.
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Organizational Politics: Power in Action
Organizational politics refers to the use of power, influence, and personal strategies by employees or
managers to achieve their own goals, often by going beyond official rules or procedures. It’s how
people in an organization try to gain advantages, promotions, or protect themselves by using networks,
alliances, manipulation, or favours, instead of just depending on hard work or rules. Organizational
politics can be positive or negative, depending on how it is used and for what purpose.
When people use influence, relationships, or strategic thinking to support team goals, promote
fairness, get resources for a good cause, improve the organization, etc. It is positive and helpful.
When people use manipulation, favouritism, or selfish tactics to gain personal advantage, harm others,
hide mistakes, create unfairness, etc. It becomes harmful and toxic.
So, organizational politics is equal to a power game inside an office or organization, where people use
smart, unofficial ways to get what they want. And politics is like a tool; it depends on how you use it.
It can help or hurt, based on your intentions and behavior.
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