Re: Handling Power & Politics LO1920

Dr. Ivan Blanco (BLANCO@BU4090.BARRY.EDU)
Mon, 3 Jul 1995 18:20:50 -0400 (EDT)

Replying to LO1860 --

> Date: Thu, 29 Jun 1995 10:47:48 -0700
> From: (Doug Blair)
> Replying to Allen Gibson's comments in LO1851 --
> >... The smart systems manager will always work to set in place checks
> >and balances to ensure that the power of an organization remains broadly
> >based and broadly accessible, so that power has a chance to avoid being
> >co-opted by an individual or a group.
> Interesting idea. How does the manager actually implement this? Through
> organization, policy, other methods?

I would say that the answer is all of the above. This requires a
cultural change, but I don't think that we can chage culture directly.
What we can do is to make changes in processes, methods, etc. that would
lead to changes in "patterns" (I think as used mi Mike earlier) people
develop through time. For instance, the way I conduct classes. A small
change in sitting atrrangement can create many changes in patterns of
behavior. We sit in circles and I, the facilitator, also sit in the
circle. I don't talk from behind a desk or a lantern. In this
arrangement no one sit on second row, every one has a front row seat.
This change produces changes in all the members of the group almost
instantly. The most participative individuals love it, and the most
reserve ones come around faster than in the traditional sitting where they
can "hide" in the back rows. There is not uneven distribution of power,
and the members of the group feel confident enough to refute things I say
or to implement chnages in the process, etc.

Just one of the many things that can be done to porduce that distribution
of power.


  R. IVAN BLANCO, Ph.D.                        Voice 305 899-3515
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