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.
- 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 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.
- 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.
- 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 situationsmight 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-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.
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More articles on Workplace Politics:
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meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're
doing isn't working. There is another way.
- The High Cost of Low Trust: I
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- Inappropriate Levels of Regard
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- 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.
- Behavioral 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.
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.