Whatley, Steve L.2005-08-152005-08-152003https://hdl.handle.net/1805/354Studying power and influence tactics and the contexts in which they are used in program planning can advance understanding of establishing continuing professional education (CPE) programs. Researchers (Caffarella, 2002; Cervero & Wilson, 1994; Yang, et al 1998) have primarily focused on power and influence tactics used by adult educators (Caffarella, 2002; Cervero & Wilson, 1994; Yang et al, 1998). This case focuses on identifying and measuring the power and influence tactics in the context of an organization deciding whether or not to establish a CPE program. The author uses the samples of positive and influences (Caffarella, 2002), and Power and Influence Tactics Scale (POINTS), (Yang,Cervero, Valentine, & Benson, 1998) to identify and measure the tactics that were used to ensure establishment of a CPE program. The findings lend support to the planning theory offered by Cervero and Wilson (1994) in that “planning practice is a social process of negotiating personal and organizational interests in contexts of structured power relations” (p. 253).41279 bytesapplication/pdfen-USAdult EducationProgram DevelopmentProfessional DevelopmentContinuing EducationPower StructurePolitical InfluencesArticle