Career Management Center

Career Management Center

Politics Occur Naturally in
Politics Occur Naturally in
Organizations
Organizations
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Competition for scarce resources
Competition for scarce resources
Salary Staff
Dept. budget Office
Position Space
Recognition Benefits
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What is Office Politics?
What is Office Politics?
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Communicating indirectly
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Using covert tactics to advance
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Controlling other people through
psychological manipulation
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Being cautions about telling the truth
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Hiding vulnerability
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Currying favor
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Organizational Politics
Organizational Politics
Involves intentional acts
of influence to enhance or
protect the self-interest of
individuals or groups.
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Organizational Politics
Organizational Politics
Political Tactics:
Political Tactics:
O
Attacking or blaming others.
O
Using information as a
political tool
O
Creating a favorable image.
O
Developing a base of support.
O
Praising others (ingratiation).
O
Forming power coalitions with
strong allies.
O
Associating with influential
people.
O
Creating obligations
(reciprocity).
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Are there politics
Are there politics
in your
in your
organization?
organization?
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Politics Reflect the Competing
Politics Reflect the Competing
Interests of Stakeholders
Interests of Stakeholders
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Stakeholders: Groups with an interest in the
Stakeholders: Groups with an interest in the
organization, its inputs and outputs
organization, its inputs and outputs
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Managers
q
Staff
q
Shareholders
q
Customers
q
Suppliers
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Examples
Examples
of Office Politics
of Office Politics
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Pete
Pete

is a supervisor who is ambitious to
a fault. Everything he does is for
effect. One of his ground rules is that
only positive information makes its
way from him to his boss. Negative
news is totally ignored. He makes it
clear that anyone in his group who
says bad things about him or the
organization risks getting fired. If an
employee openly disagrees, he or she
is labeled a non-supporter. Everyone
who reports to Pete agrees the best
practice is to fall into line and be a
yes person.
Example: Looking Good
Example: Looking Good
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Mike
Mike is a young marketing manager.
He sees work as a game and
compulsively seeks to be a winner.
He gets turned on by challenging,
competitive activities where he can
prove himself. He hates being
pushed around. His goal is to
become more powerful because
power means freedom. To expand his
influence and to increase his chances
of advancement, he is developing
very strong relationships with major
customers who can make demands
on his company.
Example: Power by Association
Example: Power by Association
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Larry
Larry

was hired as the heir-apparent to
the CFO. Cora, a financial analyst who
had been with the company for two
years, made herself indispensable to
him. When Larry was placed in charge
of the annual budget review, he made
Cora his assistant. At a point where
his views clashed with those of a
Senior Auditor, Larry fired the auditor
and promoted Cora to that position
even though she wasnt the most
qualified person for the job.
Example: Favoritism
Example: Favoritism
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When
When Kate became a copywriter for a
newspaper in a large city, she was
invited to join her group for lunch her
first day on the job. She discovered the
group met informally once a week to
gossip, to exchange inside tips, and to
get to know one another better. Kate
quickly learned the value of trading
information at these events. The
message was clear: lunch was political. A
final note: Its important to remember
that to be human is to be political.
Whenever peoples priorities, values,
and interests diverge, some type of
politicking usually takes place.
Example: The Copywriters Clique
Example: The Copywriters Clique
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Problem:
Problem: A non-management employee
runs the department grapevine for
gossip and her information is usually
correct, including the news that you are
about to take over as manager.
Solution:
Solution: It might be tempting to sit her
down immediately and explain that the
grapevine is dead and that any
information will come from you in the
future. An effective manager must have
access to the grapevine to learn
employee concerns. Even when the
message is untrue, gossip usually
reflects employee concerns and fears.
Office Politics
Office Politics
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Tips for dealing with the office
Tips for dealing with the office
grapevine:
grapevine:
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Listen to whatever is being said
without getting too emotional or
losing your temper. You dont know
what message will get sent back
through the grapevine.
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If the information is accurate, dont
go on a witch hunt to find the leak.
You cant close the grapevine down,
but you can put a crimp in access to
it.
Office Politics
Office Politics
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If the information is totally false, dont
make a public denouncement. Nothing
cuts a grapevine deeper than a
completely false story.
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Pump as much accurate information into
the system as you possibly can. Prevent
rumors by consistently leveling with
employees. Correct false rumors
immediately. Communicate in person
whenever you can. Memos, e-mail
messages, and comments that get
passed through numerous people are
usually wide open to interpretation.
Office Politics
Office Politics
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Dont try to kill the
grapevine. Its human
nature for people to want
to exchange inside
information about whats
happening in the office.
Too many attempts to
manage the flow of
information will make
employees suspect youre
covering something up.
Office Politics
Office Politics
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Managing Office Politics
Managing Office Politics
O
Reduce System Uncertainty
O
Reduce Competition
O
Break Existing Political
Fiefdoms or clichs
O
Create interdependent
reward structure
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Positive Political Strategies
Positive Political Strategies
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Know your own interests and goals
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Focus on common interests rather
than differences
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Build relationships
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Social groups
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Inside the organization
q
Outside the organization
q
Vertically as well as
horizontally
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Politics is a necessary evil
and often its just plain evil.
Unfortunately, its also how
things get done.
Mr. Blaine Pardoe, Director
Technology-Education Services
Ernst & Young LLP
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Office politics fills a
leadership vacuum If you
build a unified company-wide
team, politics wont have a
place.
Mr. Lawrence B. Seruen
Author The End of Office Politics,
published by the AMA
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1. You cant win unless someone
else loses.
2. Just because you dont get
what you want
doesnt mean youre getting
the shaft.
3. Politics is about power and
power is
measured in weird ways.
Principles:
Principles:

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Always learn the unofficial history of
your company: who got into power,
how they did it, where the bodies are
buried. The unofficial history isnt
always accurate; history gets
distorted by the victors. But it will
teach you how politics gets played at
your company how far people will
go, what happens when you lose.
Youll never see that stuff in the
annual report.
Principle 4: The past is prologue
Principle 4: The past is prologue

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Information is power, and lots of
information comes in the form of rumors.
But too many people believe too much of
what they hear and make bad
decisions as a result. Whenever I hear a
rumor, I think about it for a day. Does it
make any sense? Who stands to gain
from spreading it? Is there an acid test
that I can use to evaluate whether its
true? Nine times out of ten, I conclude
that it just doesnt hold water.
Principle 5:
Principle 5:
Dont believe everything you hear
Dont believe everything you hear

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Influence Tactics
Influence Tactics
O
Rational persuasion. Trying to convince
someone with reason, logic or facts.
O
Inspirational appeals. Trying to build
enthusiasm by appealing to others
emotions, ideals or values.
O
Consultation. Getting others to
participate in planning, making
decisions and changes.
O
Ingratiation. Getting someone in a
good mood prior to making a
request; being friendly, helpful and
using praise or flattery.
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Influence Tactics
Influence Tactics
O
Personal appeals. Referring to
friendship and loyalty when making a
request.
O
Exchange. Making explicit or implied
promises and trading favors.
O
Coalition tactics. Getting others to
support your effort to persuade
someone.
O
Pressure. Using intimidation or
threats.
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How To Extend Your Influence
How To Extend Your Influence
by Forming Strategic Alliances
by Forming Strategic Alliances
O
Mutual respect.
O
Openness.
O
Trust.
O
Mutual benefit
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Conflict between Self-Interest and Mutual
Conflict between Self-Interest and Mutual
Interests Requires Managerial Action
Interests Requires Managerial Action
Organizational
Stakeholders

Individual

Groups
Self-
Interest
Political
tactics
Mutual
Interests
(organizationa
l
effectiveness)
Influence tactics
Empowerment
Motivation
team building
communication
leadership
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Impression Management
Impression Management
The process by which people
attempt to control or
manipulate the reactions of
others to images of themselves
or their ideas.
Delegation, Initiative
Delegation, Initiative
and Empowerment
and Empowerment
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None
High
Power Distribution
Followers: granted
authority to make
decisions.
Power Sharing
Manager: leader &
followers jointly
make decisions.
Influence Sharing
Manager: leader
consults followers
when making
decisions.
D
e
g
r
e
e

o
f

E
m
p
o
w
e
r
m
e
n
t
Authoritarian
Power Manager:
leader imposes
decisions.
Domination Consultation Participation Delegation
The Evolution of Power:
The Evolution of Power:

From Domination to Delegation
From Domination to Delegation
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Delegation
Delegation
The process of
granting decision-
making authority to
subordinates.
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Barriers to Delegation
Barriers to Delegation
4
Belief in the fallacy, If you want it done
right, do it yourself.
4
Lack of confidence and trust in lower-level
employees.
4
Low self-confidence.
4
Fear of being called lazy.
4
Vague job definition.
4
Fear of competition from those below.
4
Reluctance to take the risks of depending
on others.
4
Lack of controls that provide early
warning of problems with delegated
duties.
4
Poor example set by bosses who
do not delegate.
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Personal Initiative:
Personal Initiative:

The Other Side of Delegation
The Other Side of Delegation
Levels of Action
Decreasing time to
action to solve a
problem
Taking
action
Asking for
approval to act
Asking someone else to act
Telling someone about a problem
Noncompliance
Apathy
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Tips for Personal Initiative
Tips for Personal Initiative
and Taking Action
and Taking Action
+
Go beyond the job.
+
Follow through on new
ideas.
+
Dont be defeated by
criticism; learn from it.
+
Look ahead and around.
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Avoiding Action
Avoiding Action
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Over-conforming
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Buck passing
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Playing dumb
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Depersonalizing
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Stretching
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Smoothing
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Stalling
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Avoiding Blame
Avoiding Blame
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Bluffing (making something
look better than it is)
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Playing safe
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Justifying
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Scapegoating
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Misrepresenting
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How to Keep Office Politics
How to Keep Office Politics
from Derailing Your Career
from Derailing Your Career
adapted from Get your foot off my
neck! How to move up when office
politics has you down, by Dawn M.
Baskerville and Joy Duckett Cain, in
Essence
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Make superiors accountable
Make superiors accountable
Meet with your direct supervisors and ask for
a written list of what you need to accomplish in
order to advance to the next level. If you
can demonstrate that you have already
met these goals, ask when your status
will change. If not, work with your
supervisor to create a timetable for
meeting the goals and being promoted.
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Be the squeaky wheel
Be the squeaky wheel
After your initial meeting, continue
asking for your supervisors feedback
and direction and make sure your
supervisor is aware each time you
check off something on the list. Do
not assume your boss knows all your
accomplishments.
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Find a mentor
Find a mentor
Find someone high up in the ranks who can
become your champion, guiding you
through the maze of corporate politics
and helping you develop professionally.
Look for someone with whom you
share a common background, interests,
and chemistry someone who will take a
personal interest in helping you get a head.
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Raise your profile
Raise your profile
Join professional organizations and
become active in community programs.
Many times, those in power positions
are more likely to take notice if you are
hosting a charity event than if you are
back at the office with your nose to
the grindstone.
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Cut your losses
Cut your losses
Remember that timetable you created
for getting ahead? If you keep your end
of the bargain, but the promotion is not
forthcoming, start looking for new
opportunities elsewhere. Why waste
your energy continuing to play a game
you can not win?
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Summary of Survival Strategies
Summary of Survival Strategies
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Know your goals /
interests
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Focus on common
ground. Not differences
with your stake holders
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Build, nurture personal
relationships
- internally
- externally
- laterally, vertical
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Be true to yourself
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Think before you speak