Managing Power in Interactions in Team Relationships

Abstract

Project implementation endeavors often demand the use of power to achieve the desired outcomes. The way this power is wielded determines many aspects of the team’s performance such as making or breaking cohesion, the engagement or disengagement of team members, high or low performance, and the weakening or strengthening of organizational culture.

The discussion here provides an understanding of the bases of power one derives and exerts, particularly a project manager in team relationships, and discusses ways to create an environment of high performance while minimizing negative feelings.

High-performing organizations do not just come into existence accidentally; rather, they are the outcome of a conscientious endeavor to build a positive atmosphere in the workplace. Once care for human the element, principle-focused actions, togetherness, and a strong leadership approach come into practice, it has a ripple effect on the surroundings, creating a culture of high productivity.

Organizations need to manage performance issues right at their start. The team productivity problem emerges from misunderstandings in interrelationships and the confusion of human issues with processes. Not addressing these issues in due time and with care for others leads to problems. Any subtle negativity in the team environment may cost the organization heavily in terms of their advancements for strategic implementations and the sustainability of business.

Keywords: Power bases, Team interrelation, Coercive power, Negative feelings, Principle-based, Leadership culture, Meaningfulness

Power of Interaction

Organizational advancements are sustained by team relationships at every level, and are particularly vulnerable to power play in both normal interactions and in times of challenges. The advancement in strategic direction for desired outcomes is an endeavor that requires influence (exerted by decision makers or implementers) for choices made to exceed or maintain the speed of progress. Their influence is created through a number of factors, where each has merits and demerits that may lead to residual impacts on relationships and the continuity of endeavors in the right direction. It is important for each team member—and particularly the leader—to know the power factors that drive the desired results, impacting relationships, and ultimately, the sustainability of the endeavor for strategic implementation.

The discussion on “power of interaction” is carried out through the following:

1. Understanding power – its bases and its impacts
2. Team relationships that impact performance
3. Growing into leadership roles
4. Building strong relationships and meaningfulness

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