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���priately the , societal and cultural , xxxi is underdeveloped in Stone ’ s regime . This element is related to the first socioeconomic element and the third psychological element , but this aspect of systemic power is related to society itself , the whole of a community or it relates to culture . On the local level , the concept might be made up of all the ways of city life , or even the culture of a neighborhood in which people live .
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On the meso level , the concept of
power to is a reaction to changes in cultural aspects of life , such as identity , community life , and organizations . For example , when police officers in a Chicago suburb reported that their superiors actually encouraged them to stop minorities while driving and use race as a heuristic to fight crime , the feedback from the public outcry made them stop ( Ross � Levine , 2012 ). In this case , racial stereotyping kept a status quo that ignored today ’ s realities , or inputs and maintained a balancing feedback through ���������� . However , ��������� with a low leverage point through a reaction against stereotyping , instead pushed for a new equilibrium , but nothing revolutionary .
The Micro Level : The Psychological Element
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Stone ( 1980 ) explains that power itself
is most commonly seen as a conflicted relationship , where direct conflict is visible and objective on the macro level . Power is most often observable through competition between formal decision-making bodies or in other public spaces . Stone ( 1989 ) notes further : if “ A , by getting B to do x makes it unlikely that C can get B to do y , then there is a conflict relationship , but it is indirect because A and C are not competing directly with one another����������� xxxii C may have an item excluded from a city council agenda , for example , not because C is necessarily a threat , but often because limited space on the agenda taken by B . Excluding agenda items often happens , but not necessarily through visible conflict ������ . City officials are lim-ited in their ability to process informational inputs , which Simon ( 1997 ) and others call �������������������� They are deficient either in ability or resources to arrive at an optimal solution . Only after these officials have simplified their choices do they apply rationality . These decision makers are what Simon calls ���������� , who seek to find a satisfactory solution which may satisfy some criteria while sacrificing others . This may not be the optimal solution . Simon ’ s under� standing diverges from other economic models , which suggest that , for the most part , people are “ rational ” on the average , when they can take complex information , and act according to their individual preferences . Simon ’ s bounded rationality approach , how� ever , revises this assumption to account for the fact that rational decision-making is not always applied because of the limited mental resources available for making those decisions . When the environment is ambiguous , multifaceted information from various sources can be confusing . Bounded rationality may create “ misperceptions of feedback ” where individuals are more likely not to make necessary decisions about their environment ( Kampmann � Sterman , 1998 ). Individuals must find ways around complexity . xxxiii
Stone ( 1980 ) notes that systemic power is positional . Business , for example , has control over resources and investment decisions . It does not necessarily have to act in order to be taken in account ; it is merely the nature of “ logic ” in a given situation . Stone does not fully develop this concept .
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