PEPonline Professionalization of Exercise Physiologyonline An international electronic journal for exercise physiologists ISSN 1099-5862 Vol 10 No 6 June 2007   Editorial Power, Politics, and the Future Tommy Boone, PhD, MPH, FASEP, EPC Professor and Chair Department of Exercise Physiology The College of St. Scholastica Duluth, MN 55811   Political realists see the world as it is:  An arena of power politics moved primarily by perceived immediate self-interests, where morality is rhetorical rationale for expedient action and self-interest.  It is not a world of angels but of angles, where men speak of moral principles but act as power principles; a world where we are always moral and our enemies always immoral. – Saul Alinsky, Rules for Radicals, pp. 12-13   Why is it so hard to think differently?  What is wrong with doing something different?  How is it that being a realist is wrong?  What is the bottom line, aside from money, that defines a successful organization?  Is success defined by social interaction, regardless of the ethical implications?  By the time a person gets around to answering these questions, there are more questions.    The myriad of questions and the responses are beyond the typical exercise physiologist’s sense of perspective.  In fact, the emphasis for decades has been on research and publishing (not organizational power and politics).  The idea that exercise physiologists should think about power and politics is not the norm or what is valued.  At least, that is what I have believed for a long time.    Now, after a decade of involvement with a new organization, the American Society of Exercise Physiologists, helping it to grow and to become recognized as the professional organization of exercise physiologists, the politics between organizations have become extraordinarily challenging and disturbing.  All exercise physiologists should be alarmed at the current reality of politics.   Most of us are tempted to argue that the existence of politics only creates problems.  Must there be tension between organizations?  Can’t exercise physiologists rise to the occasion of influencing their future in a positive way?  Or, stated somewhat differently, why can’t they get along?  It is increasingly recognized that the problem exists with the events in the lives of members that shape their desire for power.    According to McMurray [1], “The most important and unyielding necessity of organization life is not better communication, human relations, or employee participation, but power – or the capacity to modify the conduct of others while avoiding modification of one’s own behavior.  Power is acquired, not given, and essentially is held by political means.”  Can it be that simple?    The desire for power is the reason for so much politics, tension, and difficulties between members of different organizations.  There is nothing new in the desire for power.  It is not a dirty word, although dirty tricks are often used to get members and non-members to engage in behavior contrary to their immediate interests.    The challenge for people with integrity who also exercise power is to develop skills and strategies to deal with those who engaged in dirty tricks [2].  Power is an inevitable reality that must be considered, understood, and applied well.  When it is not carried out properly, it is usually associated with negative consequences.    Those who feel they have the right to inflict emotional trauma on others do so out of a sense of loyalty to their organization culture.  Such uses of political savvy are not justified and, frankly, are very often unethical.  Power itself is not the problem.  Rather, it is convincing others that any political strategy, regardless of the potential for harm is the right solution.    Of course this thinking, singly or collectively, is an unrealistic means to bringing pressure to bear on members.  All members should have the right to their own self-interests and values, but such interests cannot take precedent over the integrity of the organization.  And exercise physiology must consider projected future changes, particularly with the graying of America.   Politics is a means of recognizing and dealing with the interests and expectations of members within an organization.  This is not unusual since members join organizations to associate with particular agendas and, where possible, they are interested in seeing that their interests, desires, and needs are realized within the organization.  It is wise to believe that this isn’t wrong.    However, it can get out of control.  When the pressure is to do something or to think a certain way that potentially could hurt others, then it might very well be questionable behavior.  After all, organizations do not exist for one person or a handful of individuals who stand to benefit from their agendas.    Power-grubbing behavior of a few individuals cannot do what is necessary to achieve consensus.  To influence the majority of the members with integrity is a desire behavior.  This is why those who are trusted, those with passion, and those with integrity give hope and support to members who want something better.  They are the key players in articulating the vision of the organization.   Leaders are the guardians of organizational integrity.  They are legally and ethically responsible for the organization’s professionalism and the highest standards of ethical conduct.  No one should say that the leader’s role isn’t important.  In fact, the entire agenda of every organization is dependent upon the leaders.  Otherwise, everything can happen and usually does from deception and hidden agendas.    Leaders also know how to deal with internal politics of individuals who could be potentially damaging to the integrity of the organization.  Often, they will either put a stop to it or initiate counter strategies to insure that the organization moves in the direction of their vision for growth, relevance, and practice.  The challenge is always the same:  Maintaining integrity requires giving attention to political matters.   Most members expect that the success of an organization is directly linked to the positive political and social relationships with other members.  This requires the leadership to care about the members of the profession -- whether they are managers, fitness leaders, researchers or teachers.  Members are best led by caring and ethical leadership.    Tomorrow’s exercise physiologists must rely on a strong leadership.  Leadership is a strategic resource.  It is empowering in an organizational-based society.  When members are not continuously cared for, developed, and informed, there is always the possibility of conflicts and unacceptable behavior.  This is frequently a sign of an unhealthy organization.  Ignoring the problem isn’t going to help for sure.    The cost of poor leadership is bad for the future of the organization as well as the members.  The desire of the ASEP leadership is to minimize politics between members of organizations.  It isn’t always easy, given what is often overlooked (i.e., the bias of others who are not ASEP members).   It is a sad fact but the reality that there will always be differences of opinion among exercise physiologists, as to:   1.     What is exercise physiology? 2.     Who is an exercise physiologist? 3.     What are career opportunities? 4.     How much are exercise physiologists paid?   If questions like these are not answered correctly, the vision for exercise physiology will suffer.  Innovation and excellence with take longer.  Students and job opportunities, in particular, will continue to be a problem.  This is one reason for the ASEP professional organization that gives its members straight answers.  Good leadership is based on honesty and fairness.    The assurance of quality leadership and its continuous availability to exercise physiology are new avenues for oversight and action.  All exercise physiologists should strive for excellence in leadership to make a difference in the future of exercise physiology as a healthcare profession.  The opportunity is ours to reposition exercise physiology as a powerful and essential force in healthcare.   Exercise physiology must take on its opportunities with leadership, courage, and a clear vision for its future role and potential for making a major positive impact on society’s views of exercise as medicine.  Hence, exercise physiologists must learn to work together by decreasing organizational conflicts and fostering the development of new alliances and configurations in exercise physiology at the state and national levels.  To this requires:   Support of the ASEP vision as the preferred future. Financially stable resource base to sustain organizational growth. Increased membership in the ASEP organization. Increased involvement and exposure of exercise physiology in healthcare. Curriculum development, structure, and accreditation that promotes credibility and accountability. Support of the ASEP board certification, code of ethics, and standards of professional practice. In short, the future of exercise physiology is directly related to its support by exercise physiologists, the mastery of their research, its integration and application to health, fitness, rehabilitation, and athletics, and the shared vision.  Each of these factors must be combined in a synergy of passion and will to endure the challenges and indifference to professionalism of exercise physiology.         References   McMurray, R. N. (1973). Power and the Ambitious Executive. Harvard Business Review. 52:November/December:69-74. Randsepp, E. (1984). In Step With Power. The Executive Female. November/December:36-40.   Copyright ©1997-2007 American Society of Exercise Physiologists   All Rights Reserved.