Power - Control of Decision Processes

• Organisations are decision-making systems and power accrues to members - individually or in groups - who can influence decisional processes. Lots of managerial literature explores decision-making methods and the interpersonal processes asociated with group decision-making.

  The power-hungry give particular attention to meetings. Politicos bargain over agendas. Individuals bring their open and hidden agendas to meetings and may be satisfied that after endless and circular discussion a stalemate has resulted.

  Accruing power via this source involves interpreting and shaping

  • the parameters and criteria on which decisions are made
  • processes that define, explore and decide on matters and actions
  • what the issues and objectives are. Who says that "a problem is a problem"

• Letting a decision/action go by default or giving it little attention so that it dies, can be an effective strategy - typical of the politics of agenda manipulation.

• Who defines what the decision premises and criteria are? How are these defined? Core issues may not be discussed at all because a chair-person argues that they are ultra viries - outside of the scope of the meeting. It is possible to achieve personal interests merely by not explicity discussing an issue - letting it go by default. For a controversial programme it might be possible, say, to delay matters by seeking further small but important changes. The ensuing debate can channel effort away from the main programme issues. This may almost be termed the "Sir Humphrey approach" towards preserving the status quo.

• Unconscious, socialised elements of control that go unquestionned such as imperative words/phrases, structures of communication, attitudes, beliefs, rules and procedures - exert influence and shape outcomes. These factors shape the way we think and act. Our perception of what the problems and issues are and how they can be tackled often act as mental strait-jackets. Bounded rationality, tethered assumptions, scripts, one-track thinking - constrain ways of formulating problems and their solutions. Many constraints are built into organisational assumptions, beliefs and practices reflecting "who we are and the way we do things around here".

• Efforts to control decision-making processes may be visible as procedural mechanisms that give power to controllers of meetings.
  • Where is the decision-made?
  • by whom?
  • what constitutional rules apply?
  • what mechanisms operate for voting and information exchange.
  • can a decision be taken or only a recommendation made to another authority?
  • Is an interim or full report necessary?
  • when can it appear on the agenda of the next committee?
  • will it be high or low on the agenda or given priority by the chairperson?

• Decision-movers define the issues, goals and criteria for evaluation. They present papers and reports to others and move discussions forward in ways that serve their purpose. They may be selective in presenting information, offering options. They will reference signs and symbols to stress values and desired objectives. Their fluency, passion, command over data, tenacity and endurance may pay off.