Chapter 33 Quiz: Power Imbalances — Confronting Up (and Down)
20 questions. Answer each before revealing the response.
Question 1. French and Raven's power taxonomy includes six types of power. Which of the following is NOT one of them?
A) Legitimate power B) Emotional power C) Referent power D) Informational power
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**B) Emotional power** French and Raven's taxonomy includes legitimate, coercive, reward, expert, referent, and informational power. "Emotional power" is not a category in their framework. Emotional dynamics certainly affect confrontation, but French and Raven categorize power by its source and mechanism, not by its emotional impact.Question 2. A junior attorney knows far more about a specific area of contract law than the senior partner who supervises her. According to French and Raven, what type of power does the junior attorney possess in this domain?
A) Legitimate power B) Coercive power C) Expert power D) Reward power
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**C) Expert power** Expert power is influence derived from knowledge, skill, or expertise. The junior attorney's superior knowledge in this specific domain gives her expert power, regardless of her lower formal position. Expert power is often the most important resource available to someone confronting upward.Question 3. Which of the following best describes "structural power" as defined in this chapter?
A) Power that a person holds based on their physical strength or presence B) Power embedded in institutions, hierarchies, and economic relationships independent of individuals C) Power derived from the structure of an argument or logical case D) Power that operates only in formal, structured settings
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**B) Power embedded in institutions, hierarchies, and economic relationships independent of individuals** Structural power is distinct from interpersonal power because it operates at the level of systems and institutions, not just individuals. Economic dependency and gatekeeping are primary examples. The chapter emphasizes that structural power creates constraints that skill alone cannot overcome.Question 4. The chapter recommends framing an upward confrontation as "problem-solving" rather than "complaint." What is the primary rationale for this?
A) Complaints are unprofessional and should always be avoided B) It allows the more-powerful person to respond as a problem-solver rather than a defendant, which reduces defensiveness C) It is legally safer because it avoids creating a formal record D) It shows that you are not emotionally invested in the outcome
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**B) It allows the more-powerful person to respond as a problem-solver rather than a defendant, which reduces defensiveness** When concerns are framed as complaints, they activate the other person's defensive processing — they feel they must defend themselves. Framing the same content as a problem to solve together invites collaboration rather than defense. The chapter emphasizes this is not spin but an accurate framing of what you actually want.Question 5. What does the chapter call the "brilliant friend frame" for confronting up?
A) Imagining you are speaking to a mentor rather than a superior B) Bringing a supportive colleague to the confrontation meeting C) Communicating from the register of a trusted expert colleague rather than a deferential subordinate or aggrieved complainer D) Pretending the power imbalance does not exist in order to speak more freely
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**C) Communicating from the register of a trusted expert colleague rather than a deferential subordinate or aggrieved complainer** The brilliant friend frame asks you to imagine how a brilliant, informed friend who happened to have less formal power would communicate a concern — clearly, without excessive hedging, collegially, with the other person's real interests in mind. Not sycophantic, not aggrieved, but genuinely helpful.Question 6. Which of the following is listed as the FIRST and lowest-risk strategy on the confronting-up strategy ladder?
A) Build alliances with colleagues who share the concern B) Document the pattern and create a paper trail C) Frame the concern as problem-solving rather than complaint D) Know your escalation path before the conversation
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**C) Frame the concern as problem-solving rather than complaint** The strategy ladder begins with the most universally applicable, lowest-risk strategy: problem-solving framing. This is the baseline that should accompany every confrontation upward. The higher rungs (documentation, alliance-building, escalation path) carry more risk and are deployed when the situation warrants it.Question 7. The chapter recommends requesting a private meeting rather than confronting upward in a hallway or public setting. Which of the following is NOT a reason given for this recommendation?
A) It gives the other person time to prepare and emotionally regulate B) It ensures that other colleagues will overhear and provide social pressure C) It removes the time pressure of an impromptu conversation D) It signals that you are being serious and professional rather than impulsive
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**B) It ensures that other colleagues will overhear and provide social pressure** The chapter recommends private meetings precisely because they remove the audience pressure — the more-powerful person does not have to perform authority for observers. The other three options are all legitimate reasons given in the chapter. Bringing in social pressure through public confrontation is generally counterproductive when confronting upward.Question 8. "Gatekeeping power" is defined in this chapter as:
A) The power to control who enters or leaves a physical space B) The power to open or close access to something someone needs, such as references, grades, or housing C) The power to determine who is allowed to participate in a group discussion D) The power held by the most senior person in a hierarchical organization
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**B) The power to open or close access to something someone needs, such as references, grades, or housing** Gatekeeping power is a form of structural power that creates confrontation constraints because the person needing what the gatekeeper controls must weigh any confrontation against the risk of that access being denied or damaged. The chapter identifies it as especially potent in confrontations between people at different life stages.Question 9. The chapter describes two failure modes when confronting downward. Which of the following correctly names both?
A) Aggressive confrontation and passive-aggressive confrontation B) Harsh confrontation (power without compassion) and compassion without directness C) Formal confrontation and informal confrontation D) Early confrontation and delayed confrontation
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**B) Harsh confrontation (power without compassion) and compassion without directness** The chapter contrasts harsh confrontation (clear but cold, activates shame and defensiveness) with compassion without directness (so hedged that the person doesn't understand the seriousness of the concern). Compassionate directness holds both: genuine care AND honest, specific communication.Question 10. According to the compassionate directness framework, which of the following should come BEFORE stating what needs to change?
A) Threatening consequences B) Making space for the other person's perspective C) Reviewing their formal performance history D) Getting a written acknowledgment of the concern
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**B) Making space for the other person's perspective** The framework sequence is: (1) State purpose clearly, (2) Describe behavior (not the person), (3) Make space for their perspective, (4) Be clear about what needs to change, (5) Communicate consequences if appropriate, (6) Express genuine investment in their success. Listening to the other person's perspective comes before stating what must change.Question 11. The chapter identifies four dimensions of safety to assess before confronting upward in a significant power imbalance. Which of the following is NOT one of the four?
A) Physical safety B) Economic safety C) Social safety D) Emotional safety
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**C) Social safety** The four dimensions are physical, economic, reputational, and emotional safety. "Social safety" is not one of the named categories, although reputational safety overlaps with it. The exercises ask students to consider whether other dimensions should be added.Question 12. The chapter describes specific interpretive risks faced by Black women in professional settings when they raise concerns or challenge authority. What stereotype does it name that creates this specific risk?
A) The "ice queen" stereotype B) The "Angry Black Woman" stereotype C) The "affirmative action beneficiary" stereotype D) The "double consciousness" effect
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**B) The "Angry Black Woman" stereotype** The chapter notes that the "Angry Black Woman" stereotype is so culturally embedded that Black women face a specific interpretive risk: their communication is frequently coded as emotional, aggressive, or difficult regardless of its actual tone. This is a documented research finding, not an anecdote, and it affects how Black women must navigate confrontation strategy.Question 13. The chapter says Priya chose not to lead with the race dimension in her confrontation with Harmon. What was the rationale given for this choice?
A) Discussing race in professional settings is always inappropriate B) She had no evidence that race was a factor in the reassignments C) Naming the race dimension first would shift the conversation from behavior to whether she was "playing the race card," losing the ground she had prepared D) She was advised by HR not to mention race without a formal complaint
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**C) Naming the race dimension first would shift the conversation from behavior to whether she was "playing the race card," losing the ground she had prepared** The chapter is clear that the race dimension is real and not to be minimized. Priya's strategic choice is to begin with the specific, documented behavioral pattern and bring in the race dimension if needed. This is a confrontation strategy, not a denial of racism.Question 14. What is the chapter's position on situations where a confrontation is genuinely unsafe?
A) People should confront anyway, because avoiding confrontation always makes things worse B) People should document the concern and wait for conditions to improve C) The right guidance is not "here's how to do it anyway" but "here are your actual options, including not confronting directly" D) People should always seek legal counsel before doing anything
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**C) The right guidance is not "here's how to do it anyway" but "here are your actual options, including not confronting directly"** The chapter takes an explicit position: some confrontations are genuinely unsafe, and pretending otherwise is harmful advice. The appropriate response involves honest safety assessment, use of alternative channels, and sometimes making a decision not to confront directly. This is not weakness — it is honest risk management.Question 15. Which of the following best describes the function of documenting after a confrontation-up conversation?
A) It signals that you do not trust the other person and may take legal action B) It creates a professional record of what was discussed and agreed, and creates accountability without aggression C) It is primarily useful as evidence in a formal grievance D) It is only useful if you are planning to escalate
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**B) It creates a professional record of what was discussed and agreed, and creates accountability without aggression** The chapter recommends a brief follow-up email after confrontation-up conversations: "Thank you for the conversation. As I understood it, we agreed to X. Please let me know if I've missed anything." This is professional, not aggressive. It creates accountability and can be useful later, but its primary purpose is clarity and professional record-keeping.Question 16. In the power mapping exercise, Priya assesses that she holds significant power in one dimension relative to Dr. Harmon. Which dimension is this?
A) Legitimate power — she outranks him B) Coercive power — she can threaten his reputation C) Informational power — she has documented the pattern in detail D) Reward power — she controls his salary
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**C) Informational power — she has documented the pattern in detail** The chapter describes Priya's eight months of documentation as a form of informational power: she knows things about the pattern that Harmon does not know she knows. This shifts the confrontation dynamics. She also holds expert power (regarding her specific patients' cases) and referent power (with nursing staff and peer physicians).Question 17. The "weaponization of power" in confronting downward refers to:
A) A supervisor using formal disciplinary processes for legitimate reasons B) A more-powerful person using a confrontation to reinforce dominance, punish perceived slight, or serve their own agenda at the expense of the less-powerful person C) Using confrontation as a threat to obtain compliance D) Any confrontation where one person has significantly more formal authority than the other
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**B) A more-powerful person using a confrontation to reinforce dominance, punish perceived slight, or serve their own agenda at the expense of the less-powerful person** The chapter distinguishes legitimate confronting-down from weaponization of power. Power can also be weaponized passively — through disproportionate consequences, formal channels used to intimidate, or creating a chilling effect where people fear raising any concern. The self-check questions (Is the concern real? Am I open to being wrong?) help supervisors assess their motivations.Question 18. The chapter recommends alliance-building as a confrontation-up strategy. How does it distinguish legitimate alliance-building from problematic behavior?
A) Alliance-building is always problematic and should be avoided B) Alliance-building is fine as long as it is done privately C) Legitimate alliance-building assesses whether others share a concern and whether they would raise it appropriately; it is not complaining or recruiting people to gang up on someone D) Alliance-building only applies in unionized workplaces
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**C) Legitimate alliance-building assesses whether others share a concern and whether they would raise it appropriately; it is not complaining or recruiting people to gang up on someone** The chapter draws a clear distinction: gathering data from others ("Has this happened to you?"), understanding whether others share your concern, and working together to raise it through appropriate channels — versus gossip, coordination of attacks, or building an adversarial coalition. Priya uses the former: she knows she is not alone, and she can mention that others have noticed the same pattern.Question 19. What does the chapter identify as the primary reason conflict avoidance persists even in people who have formal power to address the problem?
A) Most managers lack formal training in confrontation skills B) Legal concerns about what supervisors are allowed to say C) Psychological conflict avoidance operates regardless of power position, and formal power provides easy rationalizations for delay D) Most organizations actively discourage managers from having direct conversations
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**C) Psychological conflict avoidance operates regardless of power position, and formal power provides easy rationalizations for delay** The chapter notes that many supervisors are as conflict-averse as anyone else — and their position gives them easy rationalizations: they are "being patient," "giving the person time," "waiting for the right moment." This avoidance has real costs for the team and for the person who needed feedback.Question 20. Which of the following is the most accurate statement of the chapter's overall argument about power and confrontation skill?
A) With enough skill, anyone can successfully confront anyone regardless of power imbalance B) Power imbalances are so significant that individual confrontation skills rarely matter C) Confrontation skills are valuable but operate within limits set by power structures; some confrontations require channels other than direct conversation, and some are genuinely unsafe regardless of skill D) The best strategy in any power-imbalanced confrontation is to build allies before speaking directly