Synopses & Reviews
In this crowning achievement, one of the greatest minds in management theory reveals how to succeed and wield power in the real world.
Over decades of consulting with corporations and teaching MBA students the nuances of organizational power, Jeffrey Pfeffer has watched numerous people suffer career reversals even as others prevail despite the odds.
Our most common mistake is not having a realistic understanding of what makes some people more successful than others. By believing that life is fair, we tend to subscribe to the “just-world phenomenon,” which leaves us unprepared for the challenges and competition of the real world.
Now Pfeffer brings decades of his incredible insights to a wider audience. Brimming with counterintuitive advice, numerous examples from various countries, and surprising findings based on his research, this groundbreaking guide reveals the strategies and tactics that separate the winners from the losers. Power, he argues, is a force that can be used and harnessed not only for individual gain but also for the benefit of organizations and society. Power, however, is not something that can be learned from those in charge—their advice often puts a rosy spin on their ascent and focuses on what should have worked, rather than what actually did. Instead, Pfeffer reveals the true paths to power and career success. Iconoclastic and grounded in the realpolitik of human interaction, Power is an essential organizational survival manual and a new standard in the field of leadership and management.
Review
“Its candor, crisp prose, and forthrightness are fresh and appealing... Brimming with frank, realistic insights on paths to the top, this book offers unexpectedand aggressivedirections on how to advance and flourish in an ever-more competitive workplace.” Publishers Weekly
Review
“[Power] will help you get comfortable with challenging assumptions and lingering on the pause....[Pfeffer] draws on a wealth of social-science and psychology research.” Inc.
Review
“[Academics and consultants] have an interest in presenting business as a rational enterprise.... This leaves the analysis of power to retired businesspeople...(who strive to present themselves as business geniuses rather than Machiavellis) and practicing snake-oil salesmen…Jeffrey Pfeffer of Stanford Business School is an exception to this rule.” The Economist
Review
“[Power] ought to be required reading for would-be leaders...[E]xcellent.” Financial Times
Review
“Jeff Pfeffer is of immense service to the world with his work, blending academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.” Jim Collins, author of Good to Great and How the Mighty Fall
Review
“Talk about speaking truth to power! In refreshingly candid prose, Jeff Pfeffer offers brilliant insights into how power is successfully built, maintained, and employed in organizations. Its well known that when Pfeffer speaks about power, smart people listen. This book shows why.” Robert Cialdini, author of Influence
Review
“Jeff Pfeffer nails it! Political skill, not just talent, is central to success in every field. In Power, this leading scholar comes down to earth with practical, even contrarian, tactics for mastering the power game.” Rosabeth Moss Kanter, Chaired Professor, Harvard Business School, and bestselling author of Confidence: How Winning Streaks and Losing Streaks Begin and End and SuperCorp
Review
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andquot;An excellent workbook-like guide based on the authorsandrsquo; seven strategies (that is, ways to deal with conflict): andldquo;pragmatic benevolence,andrdquo; andldquo;cultivated support,andrdquo; andldquo;constructive dominance,andrdquo; andldquo;strategic appeasement,andrdquo; andldquo;selective autonomy,andrdquo; andldquo;effective adaptivity,andrdquo; and andldquo;principled rebellion.andrdquo; Each strategy features a business case, six reasons to use this particular strategy, 10 explicit tactics that support that strategy, building blocks or competencies youandrsquo;ll need, and a skill-development checklist. For example, strategic appeasement is best exemplified by former Chicago Bulls and L.A. Lakers head coach Phil Jackson, who says such things as andldquo;Over my lifetime, Iandrsquo;ve rarely or never disagreed with a bossandrdquo; and andldquo;Iandrsquo;ve always been known as an accommodator where I work.andrdquo; People will employ the appeasement strategy when theyandrsquo;re getting hazed or are gaming the system; tactics for than range from cozying up to the bully, to andldquo;forgetandrdquo; to ask permission, and remembering to apologize. Their concluding remarks underscore the bookandrsquo;s purpose: and#39;Know yourself better in conflict.and#39;andquot;
andmdash;Booklist, STARRED review
andquot;Coleman and Ferguson have done something remarkable: theyandrsquo;ve written an evidence-based book on the complex topic of conflict and made it easy to read, easy to understand and, best of all, easy to use. A genuine winner.andquot;
andmdash;Robert B. Cialdini, author, Influence: The Psychology of Persuasion
andquot;Navigating conflict effectively is an essential component of leadership. Making Conflict Work illustrates when to compromise and when to continue driving forward.andquot;
andmdash;Honorable David N. Dinkins, 106th Mayor of the City of New York
andquot;This book is a necessity. As someone who has navigated the traps of power and conflict across the globe, it is refreshing to find a book that calls it what it is, and offers useful advice on turning traps into prospects for change. Read it.andquot;
andmdash;Leymah Gbowee, 2011 Nobel Peace Prize Laureate and Liberian peace activist
andquot;Making Conflict Work gives us a way to think about how we deal with conflict in hierarchical organizations. Especially helpful are the chapters that link conflict intelligenceandmdash;how we routinely deal with conflictandmdash;to actionable strategies.andquot;
andmdash;Deborah M. Kolb, professor emerita, Simmons College Graduate School of Management
andquot;Through a superb balance of interviews, case studies, and evidence-based insights, the authors provide valuable lessons on how leaders can manage conflict.andquot;
andmdash;Steve Cohen, executive director, The Earth Institute, Columbia University
andquot;An innovative and practical look at how to navigate everyday disagreements to reach your goals, serving up examples of best practice drawn from the authorsandrsquo; decades of experience helping others cope with conflict, power and change.andquot;
andmdash;Larry Susskind, cofounder, Program on Negotiation at Harvard Law School
andquot;Managers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem-solving. Making Conflict Work should be essential reading for all managers.andquot;
andmdash;Michael Wheeler, retired professor, Harvard Business School; author, The Art of Negotiation
andquot;Coleman, professor of psychology and education at Columbia Universityandrsquo;s Teachers College, and Ferguson, a psychologist and executive coach, examine the challenges and opportunities inherent in conflicts with authority figures and subordinates, and provide a practical guide to redirecting energies from conflict toward the achievement of goals. Grounded in more than 15 years of research, Coleman and Fergusonandrsquo;s findings offer insight into the strategies and skills necessary for managing work disputes and show how to make conflict work for you instead of against you. They identify power-conflict traps and study the role of dominance, the andldquo;most common conflict-management strategy employed by power holders [which] can backfireandrdquo; on the one in charge and demoralize the dominated. They also discuss problem-solving techniques such as pragmatic benevolence, strategic appeasement, selective autonomy, and principled rebellion. The authors include helpful self-development checklists and self- and organizational assessments throughout. Full of valuable advice, this book will help readers develop better strategies for workplace disagreements.andquot;
andmdash;Publishers Weekly
andldquo;Managers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem-solving. Making Conflict Work should be essential reading for all managers.andrdquo;
andmdash;Michael Wheeler, Harvard Business School; author, The Art of Negotiation
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andldquo;How to manage conflict when there are differences in power has always been a tricky problem. Coleman and Ferguson bring coherence and highly constructive advice to dealing with these situations.andrdquo;
andmdash;Roy J Lewicki, Max M. Fisher College of Business, The Ohio State University
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andldquo;Both intriguing and useful, Making Conflict Work invites readers to move beyond their comfort zones into new territories where personal responsibility makes the difference.andrdquo;
andmdash;Dr. Andrea Bartoli, School of Diplomacy and International Diplomacy, Seton Hall University
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andldquo;Conflict is part of our lives and cannot be suppressed. This book provides the tools to manage it.andrdquo;
andmdash;Jean-Marie Guandeacute;henno, former Under-Secretary-General for Peace-Keeping Operations at the United Nations
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andldquo;Unless you live in a cave and interact with no one, you need to read this book. Conflict is an inherent part of human society. Making Conflict Work turns it from a problem into an opportunity.andrdquo;
andmdash;Zainab Salbi, Women for Women International; author, Between Two Worlds
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andldquo;Coleman and Ferguson transform the world of conflict management with Making Conflict Work.and#160; By exploring the interaction of power and conflict, they open new insights into the causes and possible resolutions of conflict in organizational settings.and#160; This rich offering provides leaders and practitioners with highly practical tactics and techniques to address the inevitable conflicts they will face.andrdquo;
andmdash;Craig E. Runde, Center for Conflict Dynamics; author, Becoming a Conflict Competent Leader
and#160;
andldquo;Conflict is unavoidable, but the self-defeating strategies and limiting tactics we often turn to are avoidable. This wonderfully practical guide will expand your mindset and repertoire of skills, enabling you to turn conflict on its head and make it work for youandmdash;instead of against you.andrdquo;
andmdash;Rob Kaiser, author, The Versatile Leader: Make the Most of Your Strengths Without Overdoing It
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andldquo;Managing conflict is a critical skill for career progression. For women in leadership, getting it wrong can make them look too weak, or too aggressive. This innovative book adds a new level to the discussion: the role of power.and#160; I specifically like the lists of pragmatic tactics for addressing conflict in a power structure such as between a boss and a subordinate.andrdquo;
andmdash;Wanda T. Wallace , author, Reaching the Top: Five Factors that Affect the Careers and Retention of Senior Women Leaders
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andldquo;Leadership puts you in position to make decisions.and#160; Having served in the Navy and the corporate world, I found Making Conflict Work to be the best book Iandrsquo;ve read on navigating conflict up and down the organization, key to making the best decision possible.andrdquo;
andmdash;Captain John E. Cole USN (RET), former chief of staff, Commander Navy Reserve Forces Command
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andldquo;In an age when global and geopolitical tensions grab headlines, many of the most complex conflicts still occur in the battle of the boardroom and warfare of the workplace. Making Conflict Work provides critical strategies and tactics to transform even the most besieged organization. From practical self-assessments to cautionary reminders of the consequences of misusing each strategy, Coleman and Ferguson lay out a user-friendly framework to navigate the minefields of corporate politics and power.andrdquo;
andmdash;Johnston S. Barkat, Assistant Secretary-General, Ombudsman and Mediation Services, United Nations
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andldquo;Differences of opinion are the root of innovation. Conflict is thus inevitable, and power is necessary andndash;andndash; we need it to reach our goals. Making Conflict Work links these two fundamental dimensions of human interaction, pointing the way toward constructive achievement by individuals and organizations.andrdquo;
andmdash;Pierre Naquet, prandeacute;sident, European Institute for Workplace Dynamics
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Synopsis
"Pfeffer blends] academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide."
--Jim Collins, author of
New York Times bestselling author
Good to Great and
How the Mighty Fall
Some people have it, and others don't--Jeffrey Pfeffer explores why in
Power. One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business school text
Managing With Power, Pfeffer shows readers how to succeed and wield power in the real world.
Synopsis
“Pfeffer [blends] academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.”
—Jim Collins, author of New York Times bestselling author Good to Great and How the Mighty Fall
Some people have it, and others dont—Jeffrey Pfeffer explores why in Power. One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business school text Managing With Power, Pfeffer shows readers how to succeed and wield power in the real world.
Synopsis
A practical guide to navigating workplace conflicts by better understanding the power dynamics at play in every interaction
Synopsis
A practical guide to navigating workplace conflicts by better understanding the power dynamics at play in every interaction Conflicts at work are as inevitable as they are frustrating. In Making Conflict Work, Peter Coleman and Robert Fergusonand#8217;s leading expertsand#160;in the field of conflict resolution address the key role of powerand#160;in workplace tension. Whether youand#8217;re butting heads with your boss or addressing a direct reportand#8217;s complaint, your relative position of power affects how you approach conflict.
Coleman and Ferguson explain how power dynamics function, with step-by-step guidance to determining your standing in a conflict and identifying and applying the strategies that will lead to the best resolution. Drawing on the authorsand#8217; years of research and consulting experience, the book gives readers effective strategies for negotiating disputes at all levels of an organization.
Making Conflict Work includes self-assessment exercises and action plans to guide managers, mediators, consultants, and attorneys through any conflict. This powerful approach can turn workplace tensions into catalysts for creativity, innovation, and meaningful change.
About the Author
PETER COLEMAN is a professor of psychology and education at Teachers College and the Earth Institute at Columbia University and the director of Columbiaandrsquo;s International Center for Cooperation and Conflict Resolution. He is also a New York State certified mediator and experienced consultant whose clients include IBM, Citibank, the United Nations, the World Bank, and the U.S. State Department. ROBERT FERGUSON is a psychologist and executive coach who has provided consulting, conflict resolution, mediation, and leadership training toandnbsp;organizations including Credit Suisse USA, Merrill Lynch, Ahlstrom, Kennametal, KBI Biopharma, and Aegon.
Table of Contents
and#160; Introductionand#160;ix
and#160;1.and#160;The Nature of Power and Conflictand#160;1
and#160;2.and#160;Power-Conflict Trapsand#160;17
and#160;3.and#160;Conflict Intelligenceand#160;37
and#160;4.and#160;Pragmatic Benevolenceand#160;55
and#160;5.and#160;Cultivated Supportand#160;86
and#160;6.and#160;Constructive Dominanceand#160;114
and#160;7.and#160;Strategic Appeasementand#160;141
and#160;8.and#160;Selective Autonomyand#160;167
and#160;9.and#160;Effective Adaptivityand#160;192
and#160;10.and#160;Principled Revolutionand#160;221
and#160;and#160;Conclusionand#160;246
and#160;and#160;Acknowledgmentsand#160;253
and#160;and#160;Appendixand#160;255
and#160;and#160;Notesand#160;261
and#160;and#160;Indexand#160;271