In last week's issue, we explored social entry strategies that emphasize the stance of the joiner. With those strategies, joiners present themselves in such a way as to bond with the group and to encourage reciprocal attempts to bond. This time, we consider strategies that depend for their success on the outcome of other kinds of interactions between the joiner and the group.
- Users of transforming strategies enter by changing the group in some way. This approach is effective when the group is in chaos following a disruption, such as dramatic change in the marketplace, loss of influence, or the passing of a leader.
- Transforming strategies can be problematic when the group is stable and healthy, or when it believes it is. In such circumstances, the joiner can seem to be disruptive or power hungry. To avoid this problem, some joiners foment disruption indirectly or by subterfuge.
- Donating strategies create connection to the group by providing something of value. The donation can be almost anything the group values. Examples are finance, material, labor, information, expertise, credibility, or external connections.
- Donating strategies can be problematic when the donation is something the group already has (or thinks it has), or when it is something the group regards as unimpressive. Excessively valuable donations can seem like bribery.
- Some joiners seek entry by simply demanding entry. Sometimes, but not always, they provide a basis for the demands. This approach can be effective when a basis is provided, and that basis is consistent with the values of the group, or when it relies on legal action.
- Demanding can be problematic when no basis is provided for the demands, or when the basis asserted is inconsistent with group values, or when the legal action, if employed, fails. In these cases, the joiner can seem petulant, selfish, or juvenile.
- Bringing questions before the group can be an effective method for joiners to demonstrate a thoughtful and receptive attitude, if the questions are presented respectfully.
- If the questioning Bringing questions before the group
can be an effective method for joiners
to demonstrate a thoughtful
and receptive attitudeseems more valuable to the joiner than the answers, questioning can be problematic. For example, trouble can appear when the responses to the questions don't seem to have any value to the questioner, or when subsequent questions are repetitive.
- Some joiners ally with one or more other joiners into a joining gang, which makes them comfortable with risks that they might not otherwise tolerate. Some groups encourage ganging, which are sometimes identified as a "freshman class" or "pledge class."
- Ganging can be problematic when it acts as a barrier between the joiners and the existing members of the group. For example, if the joiners seem to have greater affinity for each other than they do for the group, the purpose of ganging is defeated.
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:
- Devious Political Tactics: The False Opportunity
- Workplace politics can make any environment dangerous, both to your career and to your health. This
excerpt from my little catalog of devious political tactics describes the false opportunity, which appears
to be a chance to perform, to contribute, or to make a real difference. It's often something else.
- Empire Building
- Empire builders create bases of power within the larger organization. Typically, they use these domains
to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate
through or around them?
- Political Framing: Strategies
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some strategies framers use.
- Ego Depletion: An Introduction
- Ego depletion is a recently discovered phenomenon that limits our ability to regulate our own behavior.
It explains such seemingly unrelated phenomena as marketing campaign effectiveness, toxic conflict contagion,
and difficulty losing weight.
- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization
to risks. Managing those risks is a first step to ending the bottlenecking pattern.
Forthcoming issues of Point Lookout
- Coming December 13: Reframing Revision Resentment: II
- When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful. Available here and by RSS on December 13.
- And on December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of 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 people 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.
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.