comment from post 2

I feel one of the biggest issues is that the new director didn't include the staff in any input. According to Huber (2014) “power can mean the ability to compel obedience, control, or dominate”. Weber (1947) defined power as “the probability that one actor within a social relationship will be in a position to carry out his own will, despite resistance, and regardless of the basis on which this probability rests” (p. 52). I think if the new director had given some empowerment to the staff then they transition of the new reorganization would go much smoother. Also, if the new director got a group of the co-workers together and actually explained the why’s and how’s of his restructuring, then maybe he would get others on board. It is important to get a group together because group decision making creates a synergy when the group comes together to makes decisions, and acts as a united front. Using the influencing tactic of Ingratiation by “trying to make the other person feel important—giving praise or sympathizing” (Huber, 2014, p161) would also be wise.

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