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Third dimension11/19/2023 ![]() ![]() Instead, you convince others to comply through various means (e.g., making a persuasive argument). Influence: You secure the compliance of others without resorting to threats.For example, an employer may say, “Do this, or I will fire you.” Coercion: You secure the compliance of others through threats of deprivation.Parties may achieve this through various means. That is, a group has power if it can limit the scope of what is debated, thereby confining decision-making to issues they deem safe. Whereas power’s first dimension considers the ability of one party to secure the compliance of another when interests conflict, the second dimension considers how those with power suppress conflict. Our focus is on the behaviours people deploy in decision-making when different parties’ interests are in opposition. Here, power is active in direct, observable conflicts. ![]() Under the first dimension, power is the ability to get someone to do what you want. Later, other scholars identified a fourth dimension that saw power as a web of relations that provides the scaffolding of societies. The third dimension explores how those with power can avoid clashes of interests by shaping others’ wants and desires.The first two dimensions consider power as it pertains to conflicting interests between parties.Steven Lukes developed a framework that identified three dimensions of power. ![]()
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