Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 5, Issue 35;   August 31, 2005: Practice Positive Politics

Practice Positive Politics

by

Politics is a dirty word at work, as elsewhere. We think of it as purely destructive, often distorting decisions and leading the organization in wrong directions. And sometimes, it does. Politics can be constructive, though, and you can help to make it so.

Politics is the process by which we resolve diverse and sometimes conflicting interests. In the workplace we often think of politics as a negative — a corrupting process that hurts people and organizations. And sometimes, that's what happens.

Benjamin Franklin

Benjamin Franklin, painting by David Martin, 1767. Photo courtesy U.S. Library of Congress.

But politics comes in many flavors — it need not be destructive. Constructive politics gives us a way to make decisions together that take into account the needs and goals of diverse groups. Practicing constructive politics is an art, and leaders can model the best practices. Here are some ideas to keep in mind when practicing politics.

Both pragmatism and ideology have their places
Ideologies provide guidance when we aren't sure which way to go. And sometimes, when we adhere to ideologies too closely, they limit our ability to account for uncertainty or for the views of others.
Pragmatism creates the flexibility we need to take into account the uncertainty that prevails in most environments, and to enable us to adapt decisions to the goals of diverse constituencies.
Favor inclusiveness over domination
When groups become polarized, dominance of one faction over all others is one path to stability. Sadly, this kind of stability is vulnerable in changing environments.
To achieve a more durable stability, seek solutions based on inclusive alliances.
Shorten your time horizon
Constructive politics
helps us take account
of the needs of
diverse constituencies
Taking the long view comes only at the expense of flexibility. In many cases the situation is so fluid that the future we were trying to accommodate never actually comes to pass, so the flexibility sacrifice we make today can be fruitless.
By shortening your time horizon, you can recover flexibility, and that flexibility enables inclusiveness.
Abandon behaviorism and revenge
Some political operators choose tactics designed to "teach them a lesson." This is a behaviorist strategy, or sometimes it's driven by a desire for revenge. But because true learning is a voluntary activity, and "they" never enrolled in our "course," "they" rarely learn the lesson we had in mind.
Hurting or terrorizing people isn't likely to convert anyone. At best, it begets compliance; at worst, destructive conflict. Neither outcome is a sound basis for an effective organization.
Narrow your own goals
Broad sets of goals tend to impose constraints that limit options. Narrowing your goals, which can feel like a loss, can often create new options that lead to outcomes you wouldn't have achieved otherwise.
Focus on your must-haves, with "must" narrowly defined. Set aside for now the rest of your goals, and revisit them after your new alliance has had some successes.

Most important, when things turn toxic, get help. An impartial professional can usually suggest adjustments that would be rejected if one of the rival factions proposed them. Be careful though — this also applies to suggesting the need for help. Go to top Top  Next issue: Mastering Q and A  Next Issue

For a connection between positive politics and retention, see "Retention," Point Lookout for February 7, 2007.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

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Forthcoming issues of Point Lookout

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In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.

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Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

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