Category Archives: Power

Workplace Power Dynamics: Part 4

Practical Power By Daniel Robin The previous article made a distinction between giving power away (never to be seen again) and sharing what power you have. Sharing power inevitably keeps the situation in your sphere of influence - it also provides a lot more fun and satisfaction. This article we'll get into practical applications of shared power and focus on situations where you'd want to resolve Continue Reading ...

Workplace Power Dynamics: Part 3

Hidden Sources of Power at Work By Daniel Robin Many of us hold archaic assumptions about power … and there are precious few new archetypes or role models. To me, the greatest power comes from collaboration … from skillfully going inside our differences and working cooperatively toward building something better than we had at the start. The key here will be to use those forms of power that Continue Reading ...

Workplace Power Dynamics: Part 2

Fun Things to do with Power By Daniel Robin Last article kicked around the dynamics of interpersonal power; this one applies these dynamics in some sticky situations. Because power is a central issue in working out disputes, this theme will culminate some loose ends that when mushed together can be used to gain leverage, cooperation and results. Two of the toughest situations are when the other Continue Reading ...

Workplace Power Dynamics: Part 1

Power Plays With People By Daniel Robin In a workplace mediation session, one employee set a powerful boundary with their manager, saying: "I'll never let you tell me what to do. I'll listen carefully to your request, and then I'll let you know how I'll do it, and by when. You have a problem with that? Try joining the Army; then you can order people around and get away with it." Somebody had Continue Reading ...

Closing the Gap between Management and Worker through Coaching

By Daniel Robin There is an age-old gap between management and those managed. Employees often suspect management’s motives and resent having authority imposed on them. Simultaneously, managers are … only human. Some try to delegate responsibility without authority (let go into structure and it works better). Others resist change or get side-tracked by office politics and unintentionally take Continue Reading ...

Seven Steps to Handling Interpersonal Differences

Keys to Negotiating with Power and Grace By Daniel Robin Make no mistake: resolving differences through negotiation is not a logical, linear process. However, this model can serve as a framework for staying on track and learning how and where things go wrong. These seven steps progress from how you might want to begin an effort to resolve differences to how you'd want to complete that effort. Continue Reading ...