Tool four

Power and Politics: Bringing Your Plans to Fruition


The case study from the last chapter illustrated how political misjudgments by two colleagues resulted in them taking ill-advised steps and undermining their relationships with their manager. What they wanted to do – play a role in the launch of a new initiative – was fair enough, but the way in which they went about it let them down. They failed to show sufficient respect for their manager and to think through the political ramifications of their actions both for him and for themselves. If they had taken a different tack – one that involved approaching their manager with their ideas and working with him to get things done in a way he sanctioned – the outcome could have been very different and much better for them. The case study illustrated that, before initiating any significant proposals, you need to consider the impact of your plans on those affected by them, especially those senior to you who have a vested interest in the outcome of your work, and whose opinion of you can be adversely affected if you handle things poorly.


Team Member Production Manager Organizational Status Steering Group Personal Power 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References and Recommended Reading

  1. J. R. P. French Jr and B. Raven (1959) ‘The Bases of Social Power’, in D. Cartwright (ed.) Studies in Social Power (Ann Arbor: University of Michigan, Institute for Social Research) pp. 150–67.Google Scholar
  2. D. E. Frost and A. J. Stahleski (1988) ‘The Systematic Measurement of French and Raven’s Bases of Social Power in Workgroups’, Journal of Applied Social Psychology, April, pp. 375–89.Google Scholar

Copyright information

© Aryanne Oade 2009

Authors and Affiliations

  1. 1.Oade Associates LimitedUK

Personalised recommendations