Workplace Politics: quick guide for Managers #2

Management of "Power" in organizations: the role of People Managers in Inclusion and Exclusion dynamics

?? What does "managing power" mean within an organization?

Every organization is a system operating based on the distribution of roles and responsibilities around the set of processes that constitute the business and generate market value. Roles and responsibilities generally differ according to the hierarchical level the organization assumes (formal power). However, there is another layer, that of the "real" organization, consisting of a relational fabric where people connect, exchange resources (mainly information), and develop a capacity for connection, influence, and authority beyond organizational charts (informal power). Below are some definitions that recent academic literature provides on the concept of "power" in organizations:

• “…the ability of a person or group to influence others, to change behavior, to control resources, and to make others do things they otherwise would not do” (Pfeffer, 1992);
• “…the capacity to influence decisions, behaviors, and actions of others through the control of critical resources, access to information, and the building of networks of relationships that support and amplify such influence” (Clegg 2009);
• “…relative control over socially valued resource states (material and social resources), which allows an individual to influence others by altering their behavior and emotions in ways that advance the individual's own goals” (Keltner 2016);

From these three definitions, it emerges that:

• Power is exercised through the ability to influence;
• Power is held through the control of material (e.g., budget) and non-material resources (e.g., access to information, development of relational networks), which may be even more important;
• The influence aims to induce changes in others' emotions and behaviors.

?? What is the role of people managers in power management?

The exercise of power occurs both through managerial behaviors (e.g., decision-making, command, control) acted upon and observed (role modeling), and through the implementation of subtle dynamics of inclusion and exclusion. These mainly concern facilitating (or limiting) others' access to information and valuable interaction/relationship opportunities. The task of people managers is to fulfill a role of facilitation and promotion of others' growth, always finding the right balance between business needs and the needs of the people who collaborate in its daily realization. Inclusion is a fundamental value for many organizations because by promoting diversity and valuing each person's uniqueness and contributions, it is possible to create work environments where everyone can express themselves and feel appreciated. However, it is not uncommon to observe exclusion practices in modern business contexts (without reaching bullying and other psychosocial risk situations), such as not sharing crucial information or deliberately omitting certain individuals from important meetings. In the most extreme cases, this dynamic can evolve into true ostracism, where some employees are systematically isolated and deprived of growth and professional development opportunities. From an individual perspective, being excluded can lead to feelings of isolation, decreased motivation, and increased turnover. For the organization, these dynamics can undermine collaboration, reduce diversity of thought, and limit innovation.

?? Why do some people managers still engage in exclusionary behaviors?

The reasons can vary, but often include:

• Unconscious Bias and Prejudices: Sometimes, exclusion is not the result of deliberate intent but rather unconscious biases. Personal preferences, prejudices, and stereotypes can influence who is included or excluded from conversations and decisions.
• Protection of Existing Coalitions: In many cases, there is an attempt to protect existing internal coalitions. This can mean maintaining tight control over who accesses key information and who participates in strategic decisions, to preserve the current power balance.
• Managing Internal Competition: Exclusion can be used as a tool to manage internal competition. By isolating individuals perceived as potential threats, managers can seek to maintain their position and authority.

?? What can people managers do to make the work environment more inclusive?

All people managers play a crucial role in creating a healthy, inclusive work environment that promotes collaboration and innovation. What are some examples of daily actionable steps?

• Promote respect and transparency, ensuring access to important information and meetings for all colleagues, to allow them to grow and perform their work at their best.
• Be aware of one's biases, taking moments to confront colleagues and pay attention to mental patterns and actions that may hinder collaboration and foster a tense team climate.
• Open dialogue, activate listening by leveraging bottom-up and peer feedback, to detect any situation or opportunity from the first weak signals and build a sense of openness without fear of retaliation (psychological safety).
• Launch initiatives to promote inclusive collaboration, creating opportunities for all employees to participate in key decisions and projects, regardless of their role or position.

Managing power through inclusion or exclusion is a reality in many organizations. However, people managers must be aware of the implications of their actions and actively work to promote an inclusive environment. Only through a conscious commitment to inclusion can a corporate culture that truly values all its members be created, thus fostering innovation, collaboration, and long-term success.