Do You Know Who is Moving Your Cheese? Navigating and Surviving Organizational Politics like a Pro...

October 23–25, 2014

DO YOU KNOW WHO IS MOVING YOUR CHEESE?Navigating and Surviving Organizational Politics Like a Pro

Lonney Gregory

Nannette Kelly

Shanna Travis

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Why do I feel this way?

Do You Know Who is Moving Your Cheese: Navigating and Surviving Organizational Politics Like a Pro

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Split decision

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Me against you hmmmm??

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Increase your ability to communicate and negotiate effectively across organizational boundaries to get things done.

OR

Assess methods for navigating corporate politics

Tell StoriesShare Ideas

Build TrustOvercome Barriers

Understand Others

Achieve Together

Fabricate Stories Create Conflict

Simulate Trust Create Alliances

Manipulate Others Coerce

and Deflect

Goal

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DefinitionsOrganizational Boundaries

• Formal and informal organizational and project structures that drive individual and group behavior to achieve outcomes in support of stated and implied organization objectives.

Organizational Politics• The pursuit of individual

agendas and self-interest in an organization without regard to their effect on the organization's efforts to achieve its goals.

• Organizational politics are informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives. [1]

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Typical Organizational Boundaries or Political Drivers

OrganizationalBoundaries

Created by emphasis on compliance with shared rules and standard operating principles

Created when individuals develop and use power toward shared goals

Created by distances, including time zones, geographic environment, and/or language

Created by knowledge, norms or attitudes in groups formed around shared expertise and experience or resources.

Created by persistent differences between groups/individuals over values, norms, customs, and traditions

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Model: Cornerstones of Trust

Trust

Expertise

AuthenticityReliability

Good Will

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Two Paths to Progress

ObjectionsInvestigate

IndividualIssues

TakeAction

MakeProgress

Barrier

ObstaclesInvestigateSystemsIssues

TakeAction

ObstaclesInvestigateSystemsIssues

TakeAction

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Obstacles – Can’t Do’s

Objections – Won’t Do’s

“I do not have the authorization to…”

“I do not have the resources to…”“The current equipment cannot…”“I have not been trained to…”

Investigate Systems Issues Using:

• Systems Thinking• Analytic Skills• Quality Tools• Upward and Peer Influence

“I don’t see why I need to…”“I don’t think it will work if I do

that…”“It’s not my job to…”“I see unintended consequences if

I…”Investigate Individual Issues

(Value based) Using :• Feedback Tools and Methods• Coaching Skills• Communication Skills

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Stakeholder InvolvementStakeholders can:

Make things happenHelp things happenLet things happenHave questionsBe unaware

Stakeholder Make Help Permit Questions Unaware Action Step Story Element

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Understanding the Larger ContextFacilitiesHR IT Strategy Customer

ServiceFacilitiesHR IT Strategy Customer

Service

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Positions and Interests

Positions

Stated requirements Behaviors

Underlying InterestsUnknown

Known

Hidden agendasCompany goals

Unstated needs

Organizational culture

Concerns and feelings of risk

Personal values and beliefs

Likes/dislikesAssumptions

Motives

Unconscious tendencies

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The Landscape of Conversation

Terrain

Subterrain

Atmosphere(Context)

Situation

Time Place

General Conditions

Verbals

Inferences

Non-Verbal

Actions

Assumptions

Values /BeliefsAttitudes

Fears and NeedsCore

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Collaborative Negotiation

Finalizing

Framing

Fostering

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Three Keys to Success

Content/Process

Distinction

Building True

Agreements

One Conversation

at a Time

Content/Process

Distinction

Building True

Agreements

One Conversation

at a Time

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Guidelines: Combating Territoriality

• Ask good questions • Reach rather than teach a solution • Appeal to individual or group ability/desire to

reason • Train yourself to assume reasoning ability is

present

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Suggested Ground Rules

• Don’t jump to conclusions• Blame territorial instincts, not people• Ensure no one feels attacked• Avoid generalizations• Embrace the “irrational” as well as the rational• Respect each individual’s perspective• Try to see it from the other’s point of view

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The Presence Tool

Energy

Focus

Openness PRESENCE

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Goal

Business Results

Behavior

Boundary Identification

Illustrate ideasand share stories

Build Trust Listen Well

Plan Conversations

Know Stakeholders

Limit Negotiations

Do You Know Who is Moving Your Cheese? Navigating and Surviving Organizational Politics like a Pro...

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