THE POWER MATRIX: HOW LEADERS CAN LEAD WITHOUT COERCION

Abstract

The author, a conflict engagement specialist, mediator, and performing arts innovator, writes about the power matrix, with “power as a fluid, interactive force that exists in multiple forms throughout an organization.” She provides brief case studies, and identifies “eight key sources of power.” In her words, they are personal power, positional power, connection-based power, power of the status quo, resource power, informational power, moral power, and contextual power. Each of these sources are accompanied by a series of questions leaders should ask. She further outlines five practical steps for leaders: (1) “Map the power landscape,” (2) “Recognize and address power dynamics explicitly,” (3) “Design processes that integrate diverse power sources,” (4) “Create environments where the idea of building power together is the norm,” (5) “Build your capacity to use your own power constructively.” Building on these sources, she writes that “people on different sides of conflict can often work in concert to build power together that is greater than what each person or group could build alone.” She concludes that “successful and sustainable organizations need a broader view of power than win/lose. Power is not a zero-sum game, and endorsing power in others does not diminish our own.”