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

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

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

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More articles on Workplace Politics:

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See also Workplace Politics and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

A meeting in a typical conference roomComing April 3: Recapping Factioned Meetings
A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting. Available here and by RSS on April 3.
Franz Halder, German general and the chief of staff of the Army High Command (OKH) in Nazi Germany from 1938 until September 1942And on April 10: Managing Dunning-Kruger Risk
A cognitive bias called the Dunning-Kruger Effect can create risk for organizational missions that require expertise beyond the range of knowledge and experience of decision-makers. They might misjudge the organization's capacity to execute the mission successfully. They might even be unaware of the risk of so misjudging. Available here and by RSS on April 10.

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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!
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