Task D1.3: Define the Preferred Power Style

What is Task D1.3?

Task D1.3 is part of the "Act" phase in the Viability Canvas methodology, specifically within the "Direction" step (Step D1). This task instructs you to "Define the preferred resp. the appropriate power style and the available power sources."

Purpose of Defining the Power Style

The purpose of this task is to strategically determine how you will exert influence during the change process. This involves:

1. Identifying which influence approach will be most effective for your organization's culture and current situation
2. Understanding what power sources are available to you to drive change
3. Ensuring your change approach aligns with both the direction you want to go and the mindstate of the organization
4. Creating congruence between your message and your method of delivering it

By consciously selecting appropriate power styles, you can significantly increase the effectiveness of your change efforts and reduce resistance.

Baker's Power Styles Framework

The Viability Canvas uses Baker's influence model, which identifies four primary power styles based on two dimensions:

• Push vs. Pull approaches (direct vs. indirect)
• Logical vs. Emotional appeals

These dimensions create four distinct power styles:

1. Investigation (Push, Logical):
   • Direct and assertive approach using facts and rational arguments
   • Methodical, structured, and relies on data
   • Best for: Situations requiring clear facts and objective analysis
   • Example: Presenting performance data and gap analysis
2. Calculation (Pull, Logical):
   • Indirect and subtle approach highlighting benefits and weaknesses
   • Clear, logical, good at debating and persuading
   • Best for: Situations requiring careful negotiation or convincing skeptics
   • Example: Helping others discover logical reasons for change
3. Motivation (Push, Emotional):
   • Direct and emotional approach creating a compelling vision
   • Big-picture thinking, inspirational, strong communication
   • Best for: Creating enthusiasm and a sense of purpose
   • Example: Inspiring rally speech about a better future
4. Collaboration (Pull, Emotional):
   • Indirect and emotional approach engaging others' hearts and minds
   • Team building, empathetic, involving others in decisions
   • Best for: Building consensus and fostering ownership
   • Example: Participative workshops and co-creation

Power Sources

In addition to power styles, the framework recognizes various sources of power:

1. Positional Power: Authority derived from formal organizational roles
2. Expert Power: Influence based on specialized knowledge and skills
3. Referent Power: Influence through respect, charisma, and relationships
4. Coercive Power: Ability to impose sanctions or consequences
5. Reward Power: Ability to provide incentives or benefits
6. Connection Power: Access to important networks and relationships
7. Information Power: Control over valuable information or insights

How to Complete Task D1.3

To define your preferred power style:

1. Assess the context:
   • What is the organizational culture?
   • How urgent is the need for change?
   • What is the prevailing mindstate (from Task D1.2)?
   • What has worked well in previous change initiatives?
2. Inventory available power sources:
   • What formal authority exists for the change?
   • What expertise can be leveraged?
   • What relationships can support the change?
   • What rewards or consequences are available?
3. Select appropriate power style(s):
   • Which style(s) will be most effective given the context?
   • Is a combination of styles needed for different audiences?
   • How does the chosen style align with the directional statement?
4. Document your approach:
   • Clearly articulate the chosen power style(s)
   • Identify the primary power sources you'll leverage
   • Explain how this approach aligns with your overall direction

Example from Canned Tornado

In the Canned Tornado case study:

"A combination of 'motivation' (push, emotional) for the vision of change and 'calculation' (pull, logical) for the implementation of concrete measures was chosen. The main sources of power identified were expert power and positional power."

This dual approach was strategic because:

• Motivation style was needed to create enthusiasm and overcome confusion about the direction
• Calculation style was appropriate for implementation details, allowing people to discover the logical benefits of specific changes
• Expert power leveraged the technical knowledge within the organization
• Positional power ensured management support for the initiatives

This combination addressed both the emotional and logical aspects of change, matching the organization's mindstate (confused, needing direction) and providing both inspiration and practical guidance.

How Power Style Affects Implementation

The chosen power style significantly impacts how you implement change:

• A Motivation approach might begin with inspiring town halls and vision workshops
• A Calculation approach might emphasize data analysis sessions and benefit identification
• An Investigation approach might start with comprehensive reviews and gap analyses
• A Collaboration approach might focus on co-creating solutions through participative design

For Canned Tornado, their combined approach meant they likely began with inspirational communications about the direction (Motivation) while using structured analysis sessions to help teams discover the benefits of specific changes (Calculation).

By consciously selecting power styles that fit both their organization and their goals, they increased the likelihood of successful implementation while reducing resistance to change.