Political+framework

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Power(pg 196) the ability to influence behaviour, to change the course of events, to overcome resistance, and to get people to do things they would not otherwise do.

Decision making- relational concepts that are rules used to make decisions (pg 200-201) 1) Quasi-resolution conflict- instead of resolving the conflict the problems are broken into pieces. Locally make rational decisions, not always consistent but good enough to keep everything together 2) Uncertainty avoidance- enforce standards, procedures, traditions in order to behave in the environment that is stable 3) Problemistic search- look for solutions in the neighbourhood and grab the most acceptable solution 4) Organizational learning- over time goals are changed and alters what would be attended to and what should be ignored • Authorities and partisans- relationship between 2 antagonists, partisans and authorities. Authority a formal position that social control depends on. • Overbound power- highly concentrated and power is tightly regulated • Underbound power- power is diffused and the system is loosely controlled • QMJHL has overbound power • Political decisions puts more emphasis on the strategy and tactics than on the resolution of a conflict (pg 207) o Conflict challenges the status quo, stimulates interest in the situation o Encourages new ideas and approaches to problems are innovated or often set precedents • Political skills of the QMJHL- agenda-setting, mapping political terrain, networking and forming coalitions, bargaining and negotiating o Agenda setting pg 214- a goal and a schedule of activities. A statement of interests and a scenario for getting there. Effective leaders creates the agenda for change with a vision balancing long term interests and a strategy for achieving the vision while recognizing external and internal forces. (exe post and exe ante) o Mapping the terrain pg 216-  1) determine channels of information communication  2)Identify principal agents of political influence  3) Analyze possibilities for mobilizing internal and external players  4) Anticipate counterstrategies that other are likely to employ o Networking-political groups rely too much on reason and little on relationships  1) identify relevant relationships  2) Assess who might resist, why?  3) Develop links with potential opponents to facilitate information  4) if step 3 fails carefully select and enforce more forceful methods o Bargaining and negotiation- choosing between creating value and claiming value. First step separate people from the problem. Secondly, focus on interests and not positions  Bargaining is a mixed motive game- both parties want agreement but have different interests and preferences  Bargaining is a process of interdependent decisions- each player wants to predict what the other will do  The more player A can control player B’s level of uncertainty the more powerful player A is  Bargaining involves judicious use of threats  Making a threat is credible