Power is an essential construct, and most of individuals and organizations are striving to gain it. There are several ways of acquiring the power, however, most of these means necessitate strong competitiveness and readiness for high stakes. This is especially relevant for organizations that are striving in a very competitive environment (Fowler, 2012). Both people and organizations have access to a variety of strategies for gaining power. Those in positions of authority frequently use a variety of tactics to achieve their goals. Employees deploy power techniques to transform their power bases into actionable decisions. Strength may be developed and improved through improving a variety of character attributes. Expertise, which is earned via specific information gathered through education, training, and experience, can be used to increase or acquire power (Fowler, 2012). Access to information and people may also be used to get expert knowledge. Although power may be gained via experience, it must be ensured that there is an immediate need for this knowledge and abilities that cannot be met in any other way in order to sustain or enhance it. Thus, power can be acquired in a number of ways.
The mobilization of bias is a crucial part of power acquisition and exercise. By influencing prevailing norms, established practices, and game rules, power impacts the mobilization of prejudice. Additionally, the idea takes into account who gains and who loses from bias in the world today. Bias mobilization may be developed in a variety of ways. Powerful players may set the agenda for issues that are seen to be significant, build institutions in a way that protects their own interests or authority, or establish procedural procedures that make it challenging for others (Fowler, 2012). If those in positions of authority can set the rules of the game so that other people’s concerns are never resolved, then they have won even without using open decision-making.
Shaping consciousness is another way to use and influence power. Sometimes a person has genuine preferences and interests that are different from others, but because of the other party’s power, he or she is not even conscious of their own interests. This may be the result of internalizing values and making them one’s own (Fowler, 2012). Having such a tight grip on the media, for instance, that one automatically assumes that what is good for the person in power is also good for him. The educational system’s organizational structure can also be seen as evidence that it is impossible to present the world in any way other than the way it already is.
Essentially, power acquisition and its reflections in bias mobilization and shaping consciousness indicate that this game can not exist without winners and losers. Usually, those who are in power are considered as winners since they influence others’ perceptions, and other parties may not even realize that they have lost something. This is naturally the case when employing shaping consciousness, which alters one’s perception of win and loss (Fowler, 2012). Within the process of acquisition of power, the natural division between the ones who gain and who lose occurs. This is not necessarily reflected, obviously, since the distribution and delegation of some authority in power structures is a natural phenomenon required for coalition-building and maintaining a stable power hold. However, when it comes to decision-making, the division becomes more visible. Thus, acquiring power is inevitably linked to the stance of winner or loser.
Reference
Fowler, F. C. (2012). Policy studies for educational leaders: An introduction. Pearson Higher Ed.