Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 13, Issue 38;   September 18, 2013: Social Entry Strategies: I

Social Entry Strategies: I

by

Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes called social entry. We use social entry strategies to make places for ourselves in social groups at work.
U.S. Military Academy graduates toss their hats during commencement ceremonies at West Point, New York, May 23, 2009

U.S. Military Academy graduates toss their hats during commencement ceremonies at West Point, N.Y., May 23, 2009. It's a scene of intense celebration, a tradition that dates back to 1946. But not every cadet at every graduation experiences pure exultation. James Pelosi, class of 1973, graduated under a cloud that arose from charges of cheating on an exam. Although the charges had been dismissed, at the time, West Point's honor code held that a cadet who broke the Honor Code and did not leave the Academy "will not be allowed to have roommates. He will eat at a separate table. He will be addressed only on official business and then as Mister." More: The Baltimore Sun and The Toledo Blade.

This treatment, known as "The Silence," is one of a class of patterns that social groups use to control entry. They're designed to defeat any entry strategy a joiner might deploy, often, as in this case, with the goal of compelling the joiner to break off all attempts to enter. Photo by Master Sgt. Jerry Morrison, courtesy United States Army.

When we join groups at work, or professional groups elsewhere, we must find space for ourselves and our contributions. Some groups are welcoming. Some aren't. Some joinings are voluntary. Sometimes we're invited. Sometimes we're assigned. Finding space requires different strategies for different situations.

Yet some of us use only a few entry strategies for all situations. Since some strategies work better than others, choosing from a variety of approaches can enhance professional entry experiences. Here's Part I of a short catalog of common workplace social entry strategies, beginning with strategies that emphasize the stance of the joiner.

Differentiating
By differentiating ourselves, we emphasize our personal uniqueness — our special knowledge, experience, and capabilities. This strategy works well when the group recognizes its need for whatever we uniquely possess.
Differentiating can be problematic if what we assume is unique about ourselves actually is not. For example, we might assume that we have special skills when some long-time members of the group also have those skills.
Harmonizing
Harmonizing is the dual of differentiating. Harmonizers emphasize their compatibility with the group's goals, outlook, or abilities. Harmonizing works well when the group views itself as unified overall.
Harmonizing strategies can be problematic, for example, when the group isn't involved in the member selection process. In these cases, harmonizing strategies can seem to be overly ingratiating.
Feeling
The object of feeling strategies is building emotional bonds between the joiner and the group and its members. The basis of the bond might be shared affinity for some person, ideology, or goal, but it might also be shared revulsion.
Feeling strategies might be problematic when the group values rationality over emotion. In these instances, feeling strategies can be augmented with harmonizing on the basis of rational argument.
Pairing
Those who employ pairing strategies use their connection to one particular group member as a basis for connecting to the group and its other members. In effect, the pair connection acts as an endorsement of the joiner.
Pairing strategies Finding space for ourselves
in a new group requires
different strategies for
different situations
might be problematic when the joiner pairs with a member whose status within the group is either very high or low. When the existing group member has low status, the joiner might inherit low status. When the existing group member has high status, some other members might react as if the joiner is exploiting the pair connection, and is therefore undeserving of entry on his or her own merits.
Horn-blowing
Horn-blowers seek entry by promoting their own attributes and accomplishments, real or imagined. Horn blowing differs from differentiating, because the joiner's attributes and accomplishments are not necessarily different from those of other members of the group.
Horn blowing can be problematic when the attributes or accomplishments are unimpressive or they are shown to be overblown or fictitious.

We'll continue this exploration of social entry strategies next time.  Next in this series Go to top Top  Next issue: Social Entry Strategies: II  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

Your comments are welcome

Would you like to see your comments posted here? rbrenXlyryQZBGRqBbbzwner@ChaccHsKPPPYpfofYBMMoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

I'm glad he isn't my bossThere Are No Micromanagers
If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.
Acrobatics requires trustThe High Cost of Low Trust: I
We usually think of Trust as one of those soft qualities that we would all like our organizational cultures to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here are some of the ways we pay for low trust.
Red Ball Express troops stack "jerry cans" used to transport gasoline to front-line units during World War II.Inappropriate Levels of Regard
The regard we have for others as people is sometimes influenced by the regard we have for the work they do. Confusing the two is a dangerous error.
U.S. Congressman Jim Moran talks with constituents at a meeting on the federal budgetImpasses 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.
A pitcher plantBehavioral Indicators of Political Risk
Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators of possible trouble are the behaviors of the people around you.

See also Workplace Politics and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

The United States curling team at the Torino Olympics in 2006Coming 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.
A human marionetteAnd 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.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenBLmnsbATUXbPytlUner@ChacPWqYVZiYSXmERPtEoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…

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.

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!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.