Organizational Politics Why Politics is NOT a Dirty Word.
-
Upload
thomas-armstrong -
Category
Documents
-
view
221 -
download
2
Transcript of Organizational Politics Why Politics is NOT a Dirty Word.
Organizational Organizational PoliticsPolitics
Why Politics is NOT a Dirty Word
Persuasion and Persuasion and PoliticsPolitics
“Persuasion is more up front than playing games. Manipulation is often is based on deception, whereas coercion relies on force. Persuasion involves strategies of influence, but people have the choice to reject them; you’re simply positioning ideas in ways that
encourage other people to adopt them.”
-Kathleen Kelley Reardon, 2005
“The question is not whether organizations will have politics, but what kind of politics they will have. Politics can be and often is sordid and destructive. But politics can also
be the vehicle for achieving noble purposes, and managers can be benevolent politicians. Organizational change and effectiveness depend on such managers.”
-Bolman and Deal, 1991
“The magic in being politically savvy lies in advance work, not in fancy strategies.”
-It’s All Politics
Persuasion and Persuasion and PoliticsPolitics
• Legitimate versus Illegitimate Political Behavior
• Your Own Tendencies Towards Persuasion and Politics
• Assessing Your Agency(s) and its Key Stakeholders
• Preparing for Influence/Communication Opportunities
Legitimate vs. Legitimate vs. Illegitimate Illegitimate
PoliticsPolitics
Illegitimate Politics: Violates the “rules of the game.”
•Dishonesty
•Gossip
•Sabotage
•Stealing
Legitimate Politics: Openly or tacitly accepted behavior within most American organizations.
•Exerting influence to accomplish valuable ends, even if self-serving
•Applying various “power” techniques
•Impression management
9 Power Tactics9 Power Tactics
Legitimacy. Relying on your authority position or saying a request accordswith organizational policies or rules.
Rational persuasion. Presenting logical arguments and factual evidence todemonstrate a request is reasonable.
Inspirational appeals. Developing emotional commitment by appealing to atarget’s values, needs, hopes, and aspirations.
Consultation. Increasing the target’s support by involving him or her in deciding how you will accomplish your plan.
Exchange. Rewarding the target with benefits or favors in exchange for following a request.
Personal appeals. Asking for compliance based on friendship or loyalty.
Ingratiation. Using flattery, praise, or friendly behavior prior to making arequest.
Pressure. Using warnings, repeated demands, and threats.
Coalitions. Enlisting the aid or support of others to persuade the target toagree.
Why People Resist Why People Resist Change and InfluenceChange and Influence
• Lack of Trust
• Belief That Change is not Necessary
• Belief That Change is not Feasible
• Economic Threats
• Change of Habits and Routines
• Fear of Personal Failure
• Loss of Status and Power
• Threats to Values and Ideals
• Resentment of Interference
Agency CultureAgency Culture
ControlControl CollaborativeCollaborative
CompetenceCompetence CultivationCultivation
It’s All Politics, 2005
Agency CultureAgency Culture
ControlControl CollaborationCollaboration
CompetenceCompetence
Focus is on standards to Focus is on standards to reach. Work is rigorous reach. Work is rigorous with a sense of urgencywith a sense of urgency
CultivationCultivation
It’s All Politics, 2005
Agency CultureAgency Culture
ControlControl
Focus is on rational Focus is on rational decision making. decision making.
Impersonal. Cost-benefit Impersonal. Cost-benefit analysis. analysis.
CollaborationCollaboration
CompetenceCompetence CultivationCultivation
It’s All Politics, 2005
Agency CultureAgency Culture
ControlControl
CollaborationCollaboration
Focus in on people. Focus in on people. Decisions are made for Decisions are made for
their impact on their impact on individualsindividuals
CompetenceCompetence CultivationCultivation
It’s All Politics, 2005
Agency CultureAgency Culture
ControlControl CollaborationCollaboration
CompetenceCompetence
CultivationCultivation
Culture is focused on Culture is focused on succession planning and succession planning and
fulfilling successfulfilling success
It’s All Politics, 2005
Agency CultureAgency Culture
ControlControl CollaborativeCollaborative
CompetenceCompetence CultivationCultivation
It’s All Politics, 2005
Agency CultureAgency CultureOrganizational culture refers to a system of shared meaning held by members that
distinguishes the organization from other organizations. Seven primary characteristics seem to capture the essence of an organization’s culture:
1. Innovation and risk taking. The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them.
4. People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
5. Team orientation. The degree to which work activities are organized around teams rather than individuals.
6. Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing.
7. Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
Stakeholder AnalysisStakeholder Analysis
“One needs to know not only the game, but also the players.”
- Jeffrey Pfeffer Managing With Power
Personality and Response
•Forceful – Speak with conviction
•Brusque – Keep comments brief to hold their attention
•Down-to-earth – Make sure your examples and data are practical
•Antsy – They’re nervous about details, so provide reassurance, not problems
•Perfectionist – Assure them that all loose ends have been considered and dealt with
•Temperamental – Choose your timing and location very carefully
•Charming – Be able to enjoy the banter and repartee
•Sensitive – Avoid any appearance that this is a response to their shortcomings Adapted from “It’s All Politics” Kathleen Kelley
Reardon, 2005.
Stakeholder AnalysisStakeholder Analysis
KEEP SATISFIED
MANAGE CLOSELY
MONITOR(Minimal
Effort)
KEEP INFORMED
INTEREST
POWER
High
Low High
Source: MindTools, retrieved from: http://www.mindtools.com/pages/article/newPPM_07.htm
Low
Stakeholder Analysis
• High power, interested people: These are the people you must fully engage and make the
greatest efforts to satisfy.
• High power, less interested people:
Put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. B.L.U.F.
Stakeholder Analysis
• Low power, interested people: Keep these people adequately informed, and talk to them to ensure
that no major issues are arising. These people can often be very helpful with the detail of your project.
• Low power, less interested people: Again, monitor these people, but do not bore them with excessive
communication.
Influential Influential Communication Communication
DeliveryDeliveryTo
• Framing
• Inoculation
• Rational Appeals
• Emotional Appeals
• Co-Opting Detractors/Navigate Resistance
• Attention Phrases
• Stories, Symbols, and Metaphors
“Power is gained and lost because of communication—the
means by which power is developed, exercised,
maintained, diminished, and destroyed.”
Kathleen Kelly Reardon, It’s All Politics
Influential Influential Communication Communication
DeliveryDeliveryTo
Framing
• Problem and Solution
• Frame or be Framed
• What are the “Frames” that Matter to Your Agency?
“Framing involves presenting key issues in ways that will elicit the responses you desire from other people.”
-Kathleen Kelley Reardon
“The implication of this is that affecting how decisions are viewed, very early in the
process, is absolutely critical in affecting the outcome.”
-Jeff Pfeffer “Managing With Power”
Reason and Reason and EmotionEmotionAppeal to Reason
•Share new and relevant information about a problem or opportunity.
•Some people need to be drowned in data. Give them as much as they need.
•Assign those closest to the problem to explain the need for change
•Explain the long-term consequences of not pursuing change
•B.L.U.F.
Appeal to Emotion
•Use a compelling story or anecdote
•Use a vision of what the future state will look like
•Have a customer visit so it is personal
•Get a customer to report on what is working and what isn’t working and what the change will mean
•Make personal emotional connections with people
•Get face-to-face
Influential Influential Communication Communication
DeliveryDeliveryTo
Inoculation
• Resistance is Natural
• Make the “argument” for them
• It Demonstrates You’ve Thought Diligently and Thoroughly
Adapted from Kathleen Kelly Reardon, It’s All Politics, 2005
“Informing people ahead of time that they might hear negative things about an idea, project, or persons
and giving them good reasons to ignore or reject
such attacks.”
“It’s All Politics”
Influential Influential Communication Communication
DeliveryDeliveryTo
Co-Opting Detractors
• Don’t Treat Detractors as Enemies
• Treat Resistance as if it’s Part of the Plan
• This Keeps Ideas Alive and People on Your Side
“I’m glad you brought that up.”
“What Marcus said earlier is perfect.”
“If we put these ideas together we could
really have something amazing.”
Influential Influential Communication Communication
DeliveryDeliveryTo
Attention Phrases
• Public Speaking Devices
• Useful Even With an Engaged Audience
• Voice Modulation Also Works
“Here is the key issue.”
“I really want you to pay attention to this.”
“Let me say this one more time.”
Influential Influential Communication Communication
DeliveryDeliveryTo
Stories, Symbols, and Metaphors
• Stories are Compelling and Memorable
• Metaphors and Symbols can Make the Complex Accessible
“Why tell stories? For one simple reason: they are powerful tools for teaching people about what’s important and what’s not, what works and what doesn’t, what is and what could be.”
- The Leadership Challenge- The Leadership Challenge
Tips for Tips for Managing Managing
Organizational Organizational PoliticsPolitics
Reduce System Uncertainty•Have a clear and transparent reward system•Distributive, Process, and Interactional Justice
Reduce Competition•Try to minimize resource competition among managers•Reward ethical behavior and “big picture” thinking
Break Existing Political Fiefdoms•If you are in a position to, restructure highly political groups•Expose “patronage” politicians by bringing behavior to light
Prevent Future Fiefdoms•Promotions based on apolitical behaviors•Be savvy and aware enough to see political behavior
Organizational Organizational PoliticsPolitics
Why Politics is NOT a Dirty Word