Abstract
Organisational power and politics are the central issues of this paper. By developing a model of organisational power it is possible to determine whether an organisational change initiative is likely to be politically feasible. The formal model described has been derived largely from research reported in the social sciences. The modelling process involved using formal methods, in logic and entity relationship analysis, to discover an effective and consistent means of representing key organisational power concepts. The result is an advisory expert system called MP/LI that can be employed by change agents to predict likely sources of potential resistance to major change initiatives and to suggest tactics that might be effective in combating anticipated resistance. Industrial experience with MP/LI to date indicates that it has significant potential as a change management tool within the IS strategy implementation domain. >
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