12.3. The different kinds of power There are two models of power that I'll use in this book. The advanced form will come later, in Chapter 16<http://my.safaribooksonline.com/0596007868/artprojectmgmt-CHP-16#artprojectmgmt-CHP-16>. For now, I'll stick to the simple, but potent, form of functional power.
Functional power comes in two flavors: granted and earned. Granted power comes through hierarchy or job titles (sometimes called ex officio or "of office" power). For example, the coach of a basketball team has the power to decide which players will be in the game and which ones stay on the bench. Or the boss of a small sales office might have the power to hire and fire anyone he chooses. But this power doesn't have anything to do with how much respect people have for the person wielding it, or even how much skill and knowledge people feel the manager has. In contrast, earned power is something that has to be cultivated through performance and action. Earned power, or earned authority, is when people choose to listen, not because of someone's granted authority, but because they think he is smart or helpful. 12.3.1. Do not rely on granted power "I distrust all systemizers and avoid them: the will to a system is a lack of integrity." Nietzsche The use of granted power as a primary force in leadership limits relationships. It excludes the possibility of exchanging ideas, and it places the focus on the use of force, rather than smarts. While there are situations when use of autocratic power is required, good leaders keep that sword in its scabbard as much as possible. As soon as you draw it, no one is listening to you anymore—they're listening to the sword. Worse, everyone around you will draw their own swords to respond to yours. Instead of explaining to you why you are wrong, they will use their own granted power to challenge your power. This results in a competition of forces that has nothing to do with intelligence or a search for the best solution. Granted power (like the "dark side of the force") is temping because it's easier: you don't have to work as hard to get what you want. I once faced a situation that put me at the crossroads of granted and earned power. It was during Internet Explorer 2.0, when I had my first major program management assignment. The first day I was introduced to the two programmers who I'd be working with, Bill and Jay. Jay was friendly, but Bill was quiet and intimidating. He was also very senior in the organization (a level 13 in the Microsoft jargon of the time, which meant he was about as senior as a programmer could be). I remember sitting in his office, looking at him across his desk. I'd been talking for 10 minutes and he'd said next to nothing. He just leaned back in his chair and stared at me. ________________________________________________________________ Welcome to the Interaction Design Association (IxDA)! To post to this list ....... [email protected] Unsubscribe ................ http://www.ixda.org/unsubscribe List Guidelines ............ http://www.ixda.org/guidelines List Help .................. http://www.ixda.org/help
