Last time, we examined the basics of distinguishing valuable political opportunities from riskier ventures. Since most people do eventually master the basics, advantage lies in mastering the finer points. Here are some of the less-often-recognized attributes of true political opportunities.
- What happens when you miss is pretty good too
- Even if pursuing the opportunity doesn't succeed, the next most likely outcome leaves you in a good position. This situation is often called successful failure. That "second prize" position might offer a variety of advantages: it might open a path to further opportunities, it might enhance your image, or it might enrich or create valuable relationships.
- Your source is private
- Opportunities that you learn about through private sources are usually more valuable. If your information about the opportunity is widely available, then in all likelihood, the opportunity is nothing special. If, on the other hand, the opportunity is something special, but it's being widely advertised internally, then the chances are good that it's "wired" for someone who learned of it long before you did. I know that sounds cynical, but that's the way it often works.
- Your source is credible
- It's a plus if the person who first alerts you to the opportunity has nothing to gain from your seizing it. If your source does have something to gain, it's possible that the information you received is slightly tilted; not necessarily by intention, but usually with the goal of biasing your choice in a direction that benefits your source most. That might be good or bad for you, but be aware of these effects.
- The information is confirmed
- When news of the opportunity reaches you through public channels, it's believable, though it might not be worth much since everyone has it. When the news reaches you through private channels, it could be more valuable, but it might not be valid. Seek confirmation discretely.
- When news of an opportunity reaches
you through public channels, it's
believable, though it might not be
worth much since everyone has it
- Unfavorable outcomes are relatively harmless
- If you pursue the opportunity, and you secure it, you then have a chance to perform. If the outcome of that performance is success, you'll benefit. But if the end result is anything less, and you still are not harmed, the opportunity is clearly more valuable, because it presents little risk.
- Pursuit is divisive
- This advantage applies if you're operating in a toxic political environment, and only then. In a toxic environment, dividing your political opponents is advantageous. If merely pursuing the opportunity divides your opponents, that helps your cause. Securing the opportunity is usually even more helpful. But consider this: do you really want to remain in such an environment? Probably not.
Some feel that political considerations have no place when evaluating opportunities. Perhaps, in some organizations, they don't. Such organizations are rare. For most of us, Politics is part of Life. First in this series Top Next Issue
Is 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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More articles on Workplace Politics:
- Power, Authority, and Influence: A Systems View
- Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they
function in organizations, we must adopt a systems view.
- Before You Blow the Whistle: II
- When organizations become aware of negligence, miscalculations, failures, wrongdoing, or legal infractions,
they often try to conceal the bad news. People who disagree with the concealment activity sometimes
decide to reveal what the organization is trying to hide. Here's Part II of our catalog of methods used
to suppress the truth.
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
- Problem Displacement by Intention
- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement
has occurred. Sometimes it's intentional.
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.