Power
An alternative approach to understanding how people interact is to assess the relative power they bring to a conflict. Power can be positive, the ability to do, or negative, the ability to prevent.
Sometimes, the threat of using power is more effective than its actual use. Sometimes power increases when used, but sometimes it degrades. Power has many sources, some real, some perceived, some ephemeral. Some of these sources are audacity, authority, charisma, image, knowledge, options, reputation, and time (Churchman 1995).
It is rare for one party to be utterly powerless and common for parties in conflict to have different sources of power. A boss may control the money, but a subordinate may have technical knowledge. A car buyer may need a car quickly, but usually has many sellers from which to choose. A Dual Variable Model can suggest the tactic individuals are most likely to choose based on their power relative to their opponents (Figure 7.5). In doing so, however, it becomes considerably less parsimonious, more of a Four than a Dual Variable Model with the components less well integrated, as power is independent of relationship