How did Mary Parker Follet characterize genuine power in organizational conflict?

How did Mary Parker Follet characterize genuine power in organizational conflict?

• A. Coactive or participative
• B. Authoritative or directive
• C. Competitive or adversarial
• D. Autocratic or monopolistic

Answer: (A)

Mary Parker Follett characterized genuine power as coactive or participative in the context of organizational conflict. She believed that power should not be seen as something that can be hoarded or exercised in a dominating manner. Instead, Follett advocated for a more collaborative approach, where individuals work together to achieve common goals, thus enhancing the overall effectiveness of the organization. In her view, power arises from participation and cooperation, allowing members of an organization to contribute their unique insights and efforts towards resolving conflicts and achieving shared objectives. This approach promotes mutual respect, collaboration, and the idea that power is a dynamic process rather than a static attribute held by certain individuals. By fostering coactive relationships, organizations can harness the collective strengths of their members to navigate conflicts constructively, ultimately leading to better decision-making and stronger team dynamics. Follett’s perspective emphasizes the importance of creating an environment where everyone's voice can be heard, paving the way for innovative solutions that benefit all stakeholders involved in a conflict.

Mary Parker Follett characterized genuine power as coactive or participative in the context of organizational conflict. She believed that power should not be seen as something that can be hoarded or exercised in a dominating manner. Instead, Follett advocated for a more collaborative approach, where individuals work together to achieve common goals, thus enhancing the overall effectiveness of the organization.

In her view, power arises from participation and cooperation, allowing members of an organization to contribute their unique insights and efforts towards resolving conflicts and achieving shared objectives. This approach promotes mutual respect, collaboration, and the idea that power is a dynamic process rather than a static attribute held by certain individuals. By fostering coactive relationships, organizations can harness the collective strengths of their members to navigate conflicts constructively, ultimately leading to better decision-making and stronger team dynamics.

Follett’s perspective emphasizes the importance of creating an environment where everyone's voice can be heard, paving the way for innovative solutions that benefit all stakeholders involved in a conflict.