Power and Influence in Organizations

Group	Teacher	Department	Language
Year 1	José M. De Areilza Carvajal	Dirección General y Estrategia	ENG

Course Learning Objectives

This course will help you understand power and political dynamics as they unfold around you. It will improve your skills to use power and influence as effective tools for both understanding your surroundings and achieving your goals during your professional life.
It is a course about getting things done in the real world, where politics and personalities can often seem to hinder rather than help you, designed for those of you who want to make things happen, despite the obstacles that might stand in your way. Consequently, it is a course about you. By design, this course will challenge you to define for yourself what will constitute the ethical exercise of power and influence in your life.

The objectives of the course are to help you:
1. Develop a conceptual framework for understanding power and influence. You will be able to develop a toolbox of concepts and insights to better understand power, and begin to appreciate how essential they are for your own career.
2. Practice diagnostic skills that will enable you to map out the political landscape, understand others' perspectives and power bases, and learn to predict and influence their actions. You will learn how to identify critical sources of political conflict, and how to use tools to assuage conflict or harness it to produce constructive outcomes.
3. Analyze your own power bases and influence style and consider strategies for expanding them. This will allow you to build a repertoire of influence tactics that will enable you to lead effectively in a variety of contexts and situations.

Power is one of the most fundamental concepts in the social sciences. Throughout history, people have been fascinated by power. From philosophers, to politicians, to even comic book writers, people have observed that regardless of whether you have a desire or disdain for it, power plays a pivotal role in societies and organizations. The purpose of this course is to help you (i) understand, (ii) analyze, and (iii) harness power. Both anecdotal evidence and decades of research have shown that power can dramatically impact the way we think, feel and behave?in ways we do not expect. The skills you will learn in the course through conceptual models, tactical approaches, and simulation exercises will allow you to lead effectively regardless of where you are in your career trajectory

CONTENT

1. Understanding political dynamics A Toolbox to analyze, obtain and use Power and Influence (introductory slides) From powerlessness to power: the cases of Emmanuel Macron, Margaret Thatcher and Angela Merkel These cases analyze the development of sources of power by three political leaders. We will examine what bases of power they developed in their early careers, how they exercised influence, how they built credibility and we will find lessons for building successful careers. Required Readings: "Emmanuel Macron, the ascent of a disruptor", by José Luis Alvarez, INSEAD "Margaret Thatcher", by Herminia Ibarra, HBS "The long journey of Angela Merkel", by José M. de Areilza and Lorenzo Zavala, ESADE
2. Contingency of Power Using power after a bad start: Matt Leeds case We will analyze the situation of this recent MBA graduate in order to advise him how to change his game The power of the nobody: Michael Lewis at Solomon Brothers We will read a book chapter about Michael Lewis, a young professional out of the training program, that tries to adapt to the organizational culture of Solomon Brothers¿s London office Rising stars and political dynamics in the workplace: the Kaida Sasaki case We will discuss how this successful Japanese banker has navigated political dynamics during her career until she finds herself in a difficult situation and has to manage a crisis Required Readings: ¿Matt Leeds case¿, by Linda Hill, HBS ¿From Geek to Man¿, by Michael Lewis, Liars¿ Poker ¿Kaida Sasaki case¿, by José M. de Areilza, ESADE
3. Contingencies of Power (continued) Tactics of Influence: L B Johnson Using as a reading excerpts from a couple of books on US President L.B. Johnson, we will discuss the challenges of a most critical move: from having no power or almost no power at the start of a career, to start having some political capital. What we will discuss will apply to business leaders not just to institutional politicians. Come to class ready to answer these two questions: How was L. B. Johnson able to develop some power when he had none in his early youth?¿What do you like or dislike of his tactics? A review of Networks and Social Capital The power of networks: the cases of Jean Monnet, José Mario Armero and David Rockefeller We will analyze social networks and their adequacy as sources of social capital. We will compare the tactics and habits of three extraordinary networkers, first Jean Monnet, founder of the European Communities then Jose Mario Armero, Spain¿s leading lawyer between 1970 and 1990, who negotiated some of the most important agreements in the country¿s transition to democracy, and finally we will analyze the networking style of the banker and philanthropist David Rockefeller, from his experience in World War II to the expansion of his bank worldwide. The class discussion will include two self-assessment tests to help you identify patterns in your approach to developing networks and relationships. Required Readings: Excerpts from Robert Caro biography of President L.B. Johnson. We will also watch a short video from PBS in class The Jean Monnet case¿, by José M. de Areilza The Armero Memorandum¿, by José M. de Areilza David Rockefeller, "Memoirs", excerpts
4. Contingencies of power (continued) Conflict at the top and destructive infighting: Lehman Brothers 1983 case On the fall of 1983 Lewis Glucksman ousted Peter Peterson as co-CEO of Lehman. We will analyze why Glucksman succeeded in his power play, what sources of power he relied on, the political dynamics of the firm and the organizational factors that explain the conflict and its consequences. We will discuss three questions: 1.Why did Glucksman succeeded in his power play? 2. What political dynamics of the firm and organizational factors explain the conflict and its consequences? 3. What could Peterson have done differently to minimize the potential problems to the firm and to his sources of power? Preventing and escaping character assassination attempts: Jeffrey Sonnenfeld, a star professor, is accused by his university of damaging the facilities and of unethical conduct. We will ask what would we do in his situation and how could he rebuild his reputation. Talkin¿ about the revolution: from organizational change to social change. The Reverend Brown case will give us the opportunity to analyze the creation of coalitions between very different stakeholders. We will also look at the questions and challenges faced by those who want to bring about social change in their communities. Required readings: "Power, Greed and Glory on Wall Street: The Fall of Lehman Brothers¿, by Ken Auletta NY Times, 1985 "The Fall from Grace. Professor Sonnenfeld case" by J. Pfeffer, Stanford Graduate School of Business "Reverend Jeffrey Brown: Cops, Kids and Ministers." by K. McGinn and A. Lefort, HBS 801-284
5. Developing your own Power Style. Personal and professional development. Course wrap up and Closing Time. Developing your own Power Style. Personal and professional development. Course wrap up and Closing Time. ¿The danger of a single story" was first written as the script for a TED talk. We will ask ourselves what is the advantage for your organization/ society when leaders understand opposing stories and fight discriminatory and definitive narratives. In the article "The Moral Bucket List" David Brooks introduces an important question, where do we go to find vocabulary in order to understand in a broader context career success and failure. We will also discuss the role of luck in professional careers and how to understand it. Required Readings: Chimamanda Adichie, "The Danger of a Single Story", TED, 2009 David Brooks¿, ¿The Moral Bucket List¿, NY Times, 2011 Michael Lewis, On the role of luck (short video, in class) Wrap up and Closing Time Selected Bibliography: ¿ Jeffrey Pfeffer, ¿Managing with Power: Politics and Influence in Organizations¿, Harvard Business School Press, 1992 ¿ Richard S. Ruback, David Krieger ¿Power, Infuence and Persuasion¿, Harvard Business School Press, 2005 ¿ Joseph Nye, ¿Powers to Lead¿, Oxford University Press, 2008 ¿ José Luis Alvarez y Silviya Svejenova, ¿La gestión del poder¿, Granica 2003

1. Understanding political dynamics

A Toolbox to analyze, obtain and use Power and Influence (introductory slides)

From powerlessness to power: the cases of Emmanuel Macron, Margaret Thatcher and Angela Merkel

These cases analyze the development of sources of power by three political leaders.

We will examine what bases of power they developed in their early careers, how they exercised influence, how they built credibility and we will find lessons for building successful careers.

Required Readings:

"Emmanuel Macron, the ascent of a disruptor", by José Luis Alvarez, INSEAD

"Margaret Thatcher", by Herminia Ibarra, HBS

"The long journey of Angela Merkel", by José M. de Areilza and Lorenzo Zavala, ESADE

2. Contingency of Power

Using power after a bad start: Matt Leeds case

We will analyze the situation of this recent MBA graduate in order to advise him how to change his game

The power of the nobody: Michael Lewis at Solomon Brothers

We will read a book chapter about Michael Lewis, a young professional out of the training program, that tries to adapt to the organizational culture of Solomon Brothers¿s London office

Rising stars and political dynamics in the workplace: the Kaida Sasaki case

We will discuss how this successful Japanese banker has navigated political dynamics during her career until she finds herself in a difficult situation and has to manage a crisis

Required Readings:

¿Matt Leeds case¿, by Linda Hill, HBS

¿From Geek to Man¿, by Michael Lewis, Liars¿ Poker

¿Kaida Sasaki case¿, by José M. de Areilza, ESADE

3. Contingencies of Power (continued)

Tactics of Influence: L B Johnson

Using as a reading excerpts from a couple of books on US President L.B. Johnson, we will discuss the challenges of a most critical move: from having no power or almost no power at the start of a career, to start having some political capital. What we will discuss will apply to business leaders not just to institutional politicians.
Come to class ready to answer these two questions: How was L. B. Johnson able to develop some power when he had none in his early youth?¿What do you like or dislike of his tactics?

A review of Networks and Social Capital

The power of networks: the cases of Jean Monnet, José Mario Armero and David Rockefeller

We will analyze social networks and their adequacy as sources of social capital. We will compare the tactics and habits of three extraordinary networkers, first Jean Monnet, founder of the European Communities then Jose Mario Armero, Spain¿s leading lawyer between 1970 and 1990, who negotiated some of the most important agreements in the country¿s transition to democracy, and finally we will analyze the networking style of the banker and philanthropist David Rockefeller, from his experience in World War II to the expansion of his bank worldwide.

The class discussion will include two self-assessment tests to help you identify patterns in your approach to developing networks and relationships.

Required Readings:

Excerpts from Robert Caro biography of President L.B. Johnson. We will also watch a short video from PBS in class

The Jean Monnet case¿, by José M. de Areilza

The Armero Memorandum¿, by José M. de Areilza

David Rockefeller, "Memoirs", excerpts

4. Contingencies of power (continued)

Conflict at the top and destructive infighting: Lehman Brothers 1983 case

On the fall of 1983 Lewis Glucksman ousted Peter Peterson as co-CEO of Lehman. We will analyze why Glucksman succeeded in his power play, what sources of power he relied on, the political dynamics of the firm and the organizational factors that explain the conflict and its consequences. We will discuss three questions:

1.Why did Glucksman succeeded in his power play?

2. What political dynamics of the firm and organizational factors explain the conflict and its consequences?

3. What could Peterson have done differently to minimize the potential problems to the firm and to his sources of power?

Preventing and escaping character assassination attempts:

Jeffrey Sonnenfeld, a star professor, is accused by his university of damaging the facilities and of unethical conduct. We will ask what would we do in his situation and how could he rebuild his reputation.

Talkin¿ about the revolution: from organizational change to social change.

The Reverend Brown case will give us the opportunity to analyze the creation of coalitions between very different stakeholders. We will also look at the questions and challenges faced by those who want to bring about social change in their communities.

Required readings:

"Power, Greed and Glory on Wall Street: The Fall of Lehman Brothers¿, by Ken Auletta NY Times, 1985

"The Fall from Grace. Professor Sonnenfeld case" by J. Pfeffer, Stanford Graduate School of Business

"Reverend Jeffrey Brown: Cops, Kids and Ministers." by K. McGinn and A. Lefort, HBS 801-284

5. Developing your own Power Style. Personal and professional development. Course wrap up and Closing Time.

Developing your own Power Style. Personal and professional development.
Course wrap up and Closing Time.

¿The danger of a single story" was first written as the script for a TED talk. We will ask ourselves what is the advantage for your organization/ society when leaders understand opposing stories and fight discriminatory and definitive narratives.

In the article "The Moral Bucket List" David Brooks introduces an important question, where do we go to find vocabulary in order to understand in a broader context career success and failure.

We will also discuss the role of luck in professional careers and how to understand it.

Required Readings:

Chimamanda Adichie, "The Danger of a Single Story", TED, 2009

David Brooks¿, ¿The Moral Bucket List¿, NY Times, 2011

Michael Lewis, On the role of luck (short video, in class)

Wrap up and Closing Time

Selected Bibliography:

¿ Jeffrey Pfeffer, ¿Managing with Power: Politics and Influence in Organizations¿, Harvard Business School Press, 1992
¿ Richard S. Ruback, David Krieger ¿Power, Infuence and Persuasion¿, Harvard Business School Press, 2005
¿ Joseph Nye, ¿Powers to Lead¿, Oxford University Press, 2008
¿ José Luis Alvarez y Silviya Svejenova, ¿La gestión del poder¿, Granica 2003

Methodology

In this course we will rely on a mix of case studies, exercises, self-assessment tools and readings.

An "unplugged" class:
Please note that this class is "unplugged.? Once class commences, all electronics (e.g., computers, cell phones, tablets, pagers, fax machines, walkie-talkies, etc.) should be turned off and put away. The misuse of an electronic device is disrespectful and distracting. If you need to use a device because of a language or disability issue, please secure my permission at the beginning of the course.

Assessment criteria

Your grade will be based 50% on class participation and 50% on a final memorandum
Class participation (individual)

Most of the learning in Power and Influence occurs in class. When we are in the classroom, I expect everyone to participate and engage.
For each session, you can receive 1, 2 or 3 points. You receive 1 point for being present. You will receive 2 points if you make a small contribution in the class discussion. You will receive the full 3 points if you make insightful comments and contribute substantially to the discussion in class. A student will receive 3 points if he or she:
-Uses logic and evidence to support conclusions, and not express an opinion ?
-Shows curiosity, creativity, and the willingness to experiment and explore divergent views.
-Takes into consideration the ideas offered by others, and moves the analysis forward to generate new insights ?

Final memorandum

The deadline to hand in the final memorandum is 48 hour after the last session, at 19 hours. Please send it to jose.areilza@esade.edu, subject: "CEMS memorandum.?

This is a very short paper designed to help you make the transition to your next job after completing business school. It will give you an opportunity to apply to concepts and takeaways of the course to your new position. Your paper must address the five questions below:

1.What is your assessment of the power dynamics of the job you will be taking?

2.What are the sources of power and influence skills necessary for you to be effective and ethical in that position?

3. Do your current sources of power an influence skills fit the requirement of the job?

4.What is your plan for developing the sources of power, influence skills, and partnerships necessary to be effective? Before actually taking the job / your first months in the job/ by the end of your first year?

5. Given the particular job you will be taking, are there specific ethical dilemmas for which you need to be vigilant?

Your grade will reflect the depth of your analysis and the creative insight you exhibit. Use the ideas, cases and concepts discussed during the course to write the paper.

Type:	OPT	Curs:	1	Period:	S semester
ECTS Credits:	5 ECTS

Power and Influence in Organizations (2235.YR.014195.1)

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