Summary
It is important to develop power and influence when the people with whom you are interdependent have a different point of view than you, and thus cannot be relied upon to do what you want. Managers have to operate and survive in many worlds and are reliant to some degree on the 'good will' of other peer managers. A high level of total interdependence is an indicator for a strong, co-operative long-term relationship in which both managers have invested. It is critical to know how power may be used and to have an armory of strategies and tactics that translate power and influence into practical results. Power sharing is a strategy for resolving difference of opinions over who should have the power. Strategies or ways of dealing with conflict vary according to its nature. Managers do not have a monopoly on interpersonal skills so review your interpersonal skills periodically.
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Extract
Managing with Power
According to Pfeffer, It is important to develop power and influence when the people with whom you are interdependent have a different point of view than you, and thus cannot be relied upon to do what you want. Interdependence results from many things, including the way in which tasks are organised. One factor that is critical in affecting the nature and the amount of interdependence is the scarcity of resources. Slack resources reduce interdependence, while scarcity increases it. As an example, consider the case of job promotions. If an organisation is growing rapidly and there are promotional opportunities, the competition for promotions will be less intense.
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