There are many ways to think about power.  From a leadership perspective, I focus on three different power dynamics—coercion, competition and cooperation—each with an important role to play in creating a healthy and safe environment that balances order with freedom, and enables creativity.

In my book, Management Culture, I describe the appropriate use of coercive power in organizations, which also applies to civic life. 

“Coercion relies on the threat of consequences or punishment to compel compliance. I use the word coercion here not to convey an inappropriate use of force, but merely the use of force to get other people to follow rules. Getting people to behave, follow rules, and obey laws is not a bad thing. It is the basis for order in a just and fair society. Law enforcement and the criminal justice systems use force, and the threat of force, to ensure that citizens live in stable and safe communities. Likewise, in organizations it is a legitimate function of authority to enforce rules and punish those who don’t follow them. Force, or coercion, is used appropriately to create safe, legal, and structured work environments. It provides order and should be used to keep people from bullying, being disrespectful, and stealing from the company.  

Unfortunately, coercion often doesn’t stop there. It extends well beyond setting the structure and often deeply influences the work and relationships. Force is too often introduced where it is ineffective or destructive; it is an overused tool by management because it’s the easiest one for us to use. Just as in society, when the force of government extends beyond setting the context within which individuals have freedom, when force extends too deeply into organizations, individuals are robbed of their independence and individuality. In societies, we call the excessive use of force oppression. In organizations we don’t call it anything—that’s just the way it is.”

As a manager, I learned that when employees feel safe, know that rules, trust that they will be enforced fairly, and are given high levels of freedom, they tend to be more creative, productive, committed and collaborative.  Managers and organizations that adopt these democratic principles are more successful.  

Ironically, today freedom-loving people are less focused on coercion-heavy workplaces, and are increasingly anxious about losing our democratic system of government. Coercion, including extortion, seems to be the preferred mode of leaders currently in power, who try to sell it as normal “deal-making.”  

In democracies, extortion is not normal, and coercion should never be employed to make a deal.  Even plea deals made within the criminal justice system, which is by nature coercive and restricts freedom, there are limits on how much force can be exerted.  Law enforcement officers are not permitted to use excessive force, and suspects cannot be tortured to confess to a crime.  In business and in politics, extortion is not legal.  We operate by the rule of law, which protects individual, business and political freedom.  That is a fundamental principle of democracy.

Of late, we have seen an increased use of coercion by political leaders toward government itself, other countries, businesses, and even toward individuals.  Threatening people with harm to themselves or their loved ones to vote or act in a particular way, is not deal-making, it is extortion. Extortion is the opposite of freedom.  Freedom is the lifeblood of democracy. 

So what are we to do when leaders exert excessive coercion, even extortion, to force compliance?

First and foremost, we must focus on keeping ourselves and each other safe, physically and emotionally.  We must come to the aid of those directly impacted.  

Second, we must not give into despair. We must continue to be shocked, appalled, angry, and even fearful about what will be lost if coercion wins.  We must channel our outrage into actions that make sense to each of us.  

Third, we must fight against excessive coercion with courage, make our voices heard with elected officials and support those who are fighting in the legal, cultural and political arenas.  We need to stand strong in our convictions that force must be constrained by the rule of law.   

It is clear that it will be up to “the people” to engage and resist excessive coercion.  If enough of us use our voices, platforms and purchasing power, our leaders will see and feel the impact.  I believe there are enough people in positions of power who still value freedom.  We must push them to use their power to do the right thing.  

I don’t know where this assault on democracy goes next, but we must each do what we can, not only for our own sake but in honor of all who fought to keep the USA free, and for our children and future generations.

I invite you to check out my book, Management Culture for more power analysis, and practical advice for managers and employees on how to create healthy and productive work environments.  You might even find some ideas for how to deal with the political crisis at hand.