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:
- Snares at Work
- Stuck in uncomfortable situations, we tend to think of ourselves as trapped. But sometimes it is our
own actions that keep us stuck. Understanding how these traps work is the first step to learning how
to deal with them.
- More Stuff and Nonsense
- Some of what we believe is true about work comes not from the culture at work, but from the larger culture.
These beliefs are much more difficult to root out, but sometimes just a little consideration does help.
Here are some examples.
- What Do You Need?
- When working issues jointly with others, especially with one other, we sometimes hear, "What do
you need to make this work?" Your answers can doom your effort — or make it a smashing success.
- Social Transactions: We're Doing It My Way
- We have choices about how we conduct social transactions — greetings, partings, opening doors,
and so on. Some transactions require that we collaborate with others. In social transactions, how do
we decide whose preferences rule?
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually
exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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- Creating High Performance Virtual Teams
- Many people 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
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Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
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Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.