Power dynamics cbc 2014

Bill Schuilenberg, MA, MPCP, MAC

Executive Coach & Counsellor A Canadian in

Kuwait

Power Dynamics

@ Work

Tonight’s ObjectivesPresent a few aspects of

the power dynamics which affect the Kuwaiti workplace 1: Nobody told me story2: East & West Perceptions of power. 3: Employer & Employee Needs4: Loyalty drives choices.5: What you can do.

“Nobody told me!” Story

Permission is required for everything and anything because without permission there is no protection.

Western use of Power

Direct the way forward

Discover solutions

Dictate policy

Deliver results

Delegate responsibility

Dispute management

Eastern use of Power

Patriarchal oversight

Protect the people

Promote relationships

Permit the processes

Provide for people’s needs

Comparison of expatriate employee reactions to Eastern & Western Power

Eastern….Protect, provide and permit.Leaders build relationships, are guided by alliances, patriarchal and authoritative.

Reaction-I need permission to maintain safety and security and I will be loyal to the one who protects me and my family. Therefore no initiative or ingenuity is required.

Western…. Direct, drive, and decide. Leaders are directive, pressuring, performance and results driven, guided by policy

Reaction…Creates insecurity , fear and anxiety because protection is not implied, “I do not know what will happen if I fail”

Risk avoidance and minimal production occurs.

Employer expectations vs. Expatriate needs

Types of Loyalty Conflict

Employer expectations vs employee needs

Work/Family needs

Workplace/Personal values dissonance CONFLICT

The constant choiceWhich one usually wins?

Attitude shifts for Leaders

1. Leaders need to acknowledge that they cannot demand absolute loyalty of their employees here in the Middle East. Either from the locals or expatriates.

2. Only when the expectations of the workplace are in line with the employees values will the performance be optimised.

3. People are loyal first to either family, themselves, God, religion, money, social causes and then maybe their work.

4. The first loyalty will always win.

Practical Responses for Leaders

1. Develop connections by socialising with employees.

2. Learn their stories; who influences them? Who are they loyal to?

3. Give permissions explicitly when giving directions. 4. Explain procedures and take responsibility for

outcomes.5. Provide a no-fault feedback process for when

things go wrong.

Practical Responses for Leaders

6. Include group discussions in the decision process.7. Expect and accept outside influences to impact your

workforce.8. Create security for the employees through dialogue

and support without criticism.9. Learn to live with perpetual problems rather than

solve them.10. Remember granting empowerment or autonomy

causes anxiety.

Westerners strive to solve problems. When

people appear obstinate, we often indignantly say,

“Are you part of the solution, or part of the problem?” This is alien to Middle Eastern and Islamic culture. Middle Easterners cope with

problems for which they know there are no

solutions—akin to living with a chronic illness.

Harold Rhode

Resources

Five languages of appreciation in the workplace by Dr. Paul White

Switch by Chip & Dan Heath

Decisive by Chip & Dan Heath

The three laws of performance by Steve Zafron

Mind tools.com

@workplacewise

[email protected]