CRISTIANI CASE SUMMARY
Alfredo Cristiani assumes the presidency of El Salvador in the midst of turmoil. This case allows us to look at how one leader uses power and influence to turn the situation around. Although Cristiani has legitimate power derived from his position as president, his success stems from his ability to empower others.
Systems, be they national, organizational, or otherwise, consist of opposing perspectives, needs, goals, etc. that must be continually balanced. Unfortunately, the opposites are often politicized. As Argyris point out, people often operate out of an unconscious rule that says they must win at all costs. This leads to posturing, image making, and demonizing the opposing interests. This is precisely what was happening in El Salvador. There was conflict between "wealthy landowners and impoverished peasants, between military corps and civilian elites, between the doctrines of capitalism and socialism" (p. 237). Although the civil war in El Salvador represents an extreme example of the dynamics that occur when people operate under the rule of win-at-all-costs, this dynamic is prevalent in organizations.
A leader has his or her own interests and when the leader is in a position of authority, as was Cristiani, it is not uncommon to use one's power to further one's own interests. This is an abuse of power. The leader's responsibility is to further the goals of the system. Cristiani favored dialogue, listening, and coming to a settlement. He seemed to understand the need to respect, validate, and balance the many perspectives. The ability to focus on the needs of the system rather than one's own needs takes a good deal of self-awareness. It also takes an ability to understand the dynamics of the system. Cristiani seems to have both abilities. Instead of reacting to the November 1989 offensive by the FMLN with anger and a resolve to use his power to crush the opposition, he saw it quite differently. He genuinely wanted dialogue with the opposition and sent an intermediary to communicate this to the FMLN. "The go-between reported back that the guerrillas were thinking more about insurrection than about negotiation" (p. 257). Although Cristiani would not push his side over the opposition, neither would he allow them to push theirs and defeat of government. Nevertheless, "he understood their need to find out for themselves [that the only solution was dialogue], as they would in the November offensive" (p. 257). Cristiani understood the dynamics of the system and as the offensive was taking a heavy toll on both sides, he saw the situation as an opportunity to move the system forward, to balance the opposed interests through dialogue. Oshry talks about mobilizing energy. One might say the FMLN was making a power move and creating energy that had the potential to move the system forward. Perhaps without such a move El Salvador would still be a country with "death squads." Cristiani was able to take the energy that had been created and use it to move the system in a positive direction—the mark of a true leader.
How was Christiani able to influence the various factions in this system? Where did his power come from? As both Hill (1995) and Cohen and Bradford (1989) point out, to effectively use power and influence others, one must understand the power dynamics and politics of the system along with the interests of all parties. Cristiani seemed to be a master at understanding the needs of all involved. He understood that he "had to understand what they want, what we want, and how it is possible to come together" (p. 252). His past as a businessman involved in labor-management negotiations helped him realize that even though both sides may initially want to "destroy each other," he needs to "look beyond zero-sum solutions to areas of mutual gain" (p. 252). He said, "Defining the problem is key to solving a problem. What you have to learn is that the other guy has a different definition of the problem" (p. 252). Understanding others is the first step to influencing them.
Cristiani had a vision that drew people to him. He firmly wanted “a government based on the principles of 'liberty, honesty, legality, and security.'” He never wavered from his vision and it guided him throughout. His vision was a common goal that was for the good of the system; it was not a personal goal that furthered the objectives of one side over the other. The fact that he consistently acted to further this vision built trust and built up his power to influence all members of the system. Cristiani was also optimistic and hopeful. He generated hope among the people that obstacles could be transformed into solutions. This optimism and hope is a powerful source of influence if backed up with actions.
While in office, Cristiani developed an oratory style that was soothing. Like generating optimism and hope, this also was a source of influence. Cristiani was very careful with the language he used. He continually created images of togetherness with his use of the word "we." The use of language is another important tool that a leader uses to influence others. Something as simple as the use of the word "we" can have a large impact on people. It symbolizes inclusion and a willingness of the leader to balance all interests. Again, it must be backed up with congruent action.
Cristiani also showed great ability to influence those on his team. This is vital to achieving his overall vision of bringing the country together. If he cannot influence his own team, he will certainly not be able to fulfill his dream. His sources of power and influence are similar to those already discussed. He demonstrated trust in his people and delegated authority to them. He backed this up with action. When they came to him to solve problems he would say, "Please never come to me for answers. You are enough of an adult to solve all the problems" (p. 255). Cristiani provided support and coaching but did not use his power to coerce them to do things his way. He listened to his team and insisted on making decisions by consensus. He understood their concerns, e.g., a concern that a settlement might mean dissolution of the armed forces. His focus on settlement and conviction that dialogue would lead to mutual agreement meant he could assure his team that dissolution of the armed forces was not an option. Furthermore, he asked for their input about the demands being made by the FMLN. By understanding the concerns of his team and acting accordingly, he freed up energy for his followers to support him.
Cristiani also made a couple of power moves when the situation called for it. When secretary general of the United Nations, Pérez de Cuéllar, was about to leave the negotiation for a vacation, Cristiani told him "If you leave, I'm leaving too" (p. 259). Everyone felt that the agreement had to be signed under Pérez de Cuéllar or "the informal gains might unravel" (p. 258). Cristiani knew the agreement was important to the secretary general and that his leaving might put it in jeopardy. Certainly, the thought of walking out after all he had done to get to the point of an agreement must have provoked great anxiety. Nevertheless, it was a move Cristiani knew he had to take to guarantee success.
In a symbolic move that helped ensure the settlement would last, Cristiani "walked over to the guerrillas and shook the hand of each" (p. 250). Although this move was not intended to move the system, it was intended to solidify the system after it had moved. In a way, this was a very clever power move on Cristiani's part. It was a move that helped him solidify his vision of peace for the long run.
The currencies that Cristiani used were mainly from the personal and relationship categories of Cohen and Bradford's model. He offered acceptance of all parties and provided understanding as he listened to them and tried to understand, accommodate, and balance the differing needs. He showed appreciation and gratitude and involved all parties in the new government as well as the process of achieving a settlement. He also had a deep understanding of the system and a sense of timing that allowed him to mobilize energy in the service of his vision. He not only had the power to influence people, but the ability to take action at the right time. Finally, his strong self-understanding and sense of values kept him from abusing the power of his office as did his predecessors.
We also see that Cristiani had system power. He understood the dynamics of the system and had the courage to act. He helped bring the system to greater self-awareness as he encouraged each side to understand each other. He was able to use the tension in the system and harness the energy to move the system forward to greater heights. Instead of letting what seemed like a hopeless situation get the best of him, he recognized the possibilities. He saw the system as a whole, understood its processes, and rose above his self-interest to act with courage and take advantage of the opportunities that he saw to create a better country.