Notice that Laura’s statement “not really”, if taken at face value, would be a power-up statement.
Matt has gone one the offensive with two one-ups in a row, and Laura answered with two one-downs in a row. Matt: Sorry, Laura, but it sure seems that way to me (↑) Laura: (looking downwards, lower tone of voice) Not really (↓) Matt: Oh-ho! We’re feeling defensive as well! ( ↑) Laura: (apologetically) I’m rarely late ( ↓) Matt: (loud, with sarcastic tone) Well, well, well … Look at who’s on time for a change. Laura arrives in the morning at her workplace. That’s why in this article we will also talk about the strategic use of one-crosses as tools to acquire power. In some situations, giving power to others can be a tool for win-win which increases “social trust” and collaboration and, ultimately, empowers you over the long-term. There is some overlap, of course, but they’re not the same.Īnd, conversely, one-down does not necessarily mean that one is losing power, or that one-downs are a bad strategy. And the “one-across” can sometimes be up to interpretation, being potentially close to a one-up or to a one-down.Īlso, keep in mind that in power dynamics one-ups are not the same as personal attacks, aggression, or power acquisition. The up and down can vary in intensity, power, as well as efficacy. This is a simplified system, of course, but it’s a useful one nonetheless.
One-up (↑): taking control, and generally acquiring power.This is what “up”, “down”, and “across” mean: So instead of reinventing the wheel or, worse, changing names so that I could brand it as mine, I borrow her system exactly as it is, together with a few examples from her, and expand on it ( there is much in giving credit, anyway). I read it first in her book “ The Secret Handshake“, and I loved both its simplicity and its explanatory power. The “up”, “down” and “across” is a system I first saw used by Kathleen Kelley Reardon, professor of management at the University of Southern California. The body of skills and attitudes with which people navigate social interactions and influence others.ĭon’t worry, it’s far easier to understand frames with examples, than with definitions.Īnd you will see plenty of examples here and in “ frame control techniques” (and even more in “ Power University“).īut first, let’s start with the basics with which you can understand and analyze frames. So, from a social power perspective, we can define frame control and frame negotiation as: That negotiation of frames is often referred to as “frame control”. Of course, sometimes it’s not about what one “believes”, but about what “better serves one’s interests”.Īn individual’s frame indeed can include hidden agendas for acquiring power, manipulating others to do one’s biddings, or, sometimes, simply “throwing one’s weight around” to display dominance.Īnd those selfish motives can sometimes be in contrast with other people’s own selfish interests.įrom this quick introduction, it becomes clear that people’s frames can either differ from one another, or even stand opposite to one another.Īnd when people with different frames interact with each other, each individual seeks to frame the interaction with their own frames. The individual who disagrees believes that you only make carbonara with eggs’ yolk, so pasta with cream is not a “real” carbonara (and he’s right)
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