Coalesced Authority, Power And Influence

When the team holds the needed contributions of authority, power, and influence over a decision or problem and are in agreement on what to do, we say they are coalesced. This can be expressed in the formula C(api). This formula describes what is necessary and sufficient to control efficient problem solving and decision making. It stands for coalesced authority, power, and influence.

In other words, when C(api) occurs over a task, sufficient authority, power, and influence have been coalesced to control the design of a good solution and its implementation. In this situation, your ability to implement efficiently and effectively is very high.

Sometimes, one person has the authority, power, and influence needed to make a decision. This is common for the sole practitioner of a business. In this case, making decisions is very efficient, and this may be why working alone can seem so 'easy'.

Since C(api) is often diffuse, individual attempts to solve problems may unknowingly step on someone else's toes. This can be misinterpreted as intentional and polarization begins. At worst, you have opposite sides fighting and, at best, they are negotiating, but rarely are they dialoguing on how to really solve problems.

The styles of Frank Lorenzo, head of Eastern Airlines, and Charley Brown, leader of the International Union of Machinists, typifies this polarization which led to the end of Eastern Airlines.[7]

On the other hand, the most profitable major airline,United, and the most profitable regional carrier,Southwest, have both created mechanisms to facilitate easier coalescing of a, p and i in order to solve problems.

As difficult as it may be coalescing C(api), doing so can be the key to solving difficult problems or efficiently implementing important decisions. Responsible managers understand this and have developed the skills to accomplish it. Recent studies by the management consulting firm of McKinsey point out that the most sought after manager in today's workplace is someone known as a change leader.[8]

These are flexible managers who can energize lots of people to go in the same direction. They take responsibility for producing results. They will break the rules and cross the boundaries to get the needed input and resources to deliver the right result. They will easily and appropriately move from using authority to influence and back again as the situation demands. Their rewards are seeing their people succeed. There is no narcissism here. They coalesce the C(api) which produces growth, profit and value for the business.

7  "United We Are", Business Week, March 18, 1996.

8  Katzenbach, Jon R, Real Change Leaders. Times Business, New York, 1996.