Organizational Development Through Planned Change

Whilst the greatest effort has been made to ensure the quality of this text, due to the historical nature of this content, in some rare cases there may be minor issues with legibility. The last area is one of the most important issues in the contract ne gotiation process power gaining the influence necessary to work ef fectively in the client system. There are four primary sources of this power: (1) the legitimately constituted authority of the system the president says one should do this)' (2) expert power the prestige of a consultant, or the compelling logic of a solution); (3) coercive power; and (4) trust - based power the informal influence that flows from collabor ative problem definition and solution. While in most change projects power from all four of these sources is brought to bear in implementation of the change, the power derived from collaborative problem definition is often especially critical to the success of those planned change efforts where the system's formal power structure and experts are seen to be the object and/or causes of the problem to be solved.