Decisions and Nondecisions: An Analytical Framework

In recent years a rich outpouring of case studies on community decision-making has been combined with a noticeable lack of generalizations based on them. One reason for this is a commonplace: we have no general theory, no broad-gauge model in terms of which widely different case studies can be systematically compared and contrasted. Among the obstacles to the development of such a theory is a good deal of confusion about the nature of power and of the things that differentiate it from the equally important concepts of force, influence, and authority. These terms have different meanings and are of varying relevance; yet in nearly all studies of community decision-making published to date, power and influence are used almost interchangeably, and force and authority are neglected. The researchers thereby handicap themselves. For they utilize concepts which are at once too broadly and too narrowly drawn: too broadly, because important distinctions between power and influence are brushed over; and too narrowly, because other concepts are disregarded—concepts which, had they been brought to bear, might have altered the findings radically. Many investigators have also mistakenly assumed that power and its correlatives are activated and can be observed only in decisionmaking situations. They have overlooked the equally, if not more important area of what might be called “nondecision-making”, i.e. , the practice of limiting the scope of actual decisionmaking to “safe” issues by manipulating the dominant community values, myths, and political institutions and procedures. To pass over this is to neglect one whole “face” of power.