Politics is indispensible at work. It is the means by which we resolve problems jointly, and allocate resources to achieve joint objectives. And politics has a dark side. Some political operators use political means to advance personal agendas at the expense of the organization, their colleagues, or both. What are the indicators of such behavior? How can we tell whether there is political risk to our organizations, or to our own personal well-being? Here are some indicators of political risk, emphasizing attributes of organizational culture.
- Intentionally inflicting political harm
- Political harm to others can be an unintended result of legitimate actions. Sometimes, it's unavoidable. But if someone you work with has harmed another politically, and has done so intentionally, as the primary objective of the political act, beware. That person apparently believes that such actions are within cultural norms. Maybe they are.
- Boasting about having inflicted political harm
- Someone boasting of having inflicted political harm on another could be a signal that, at least in the view of the boaster, the culture actually admires those who succeed in harming others. Such a cultural norm encourages politically motivated attacks. Watch your back.
- Bearing grudges, seeking revenge, or avoiding someone
- Harboring grudges Environments in which people
perceive an absence of procedural
justice are fertile grounds for
the tactics of toxic politicsagainst others, seeking revenge, or avoiding others, are all tactics people use when they feel wronged. People are more likely to use these tactics when they feel that "procedural justice" is unavailable. Environments in which people perceive an absence of procedural justice are fertile grounds for the tactics of toxic politics.
- Rampant bigotry
- When people act out of bigotry against a race, a sex, a sexual orientation, an age group, an ethnic group, a profession, an educational level, an alma mater, a birthplace, or whatever, and when the organizational culture tolerates those bigoted actions, the bigots will, very likely, eventually get around to discriminating against some group that you belong to.
- Rampant idolatry
- Another form of bigotry, with polarity opposite to the most common forms of bigotry, is idolatry, in which we hold members of one social group to be inherently superior to all others. Members of the favored group rarely complain. But if you don't belong to the favored group, you could be at risk.
- Feuds are long-running toxic conflicts between social groups. Feuds between alliances centered around members of the management team at a given level, might be an indication of the inability (or unwillingness) of more senior managers to repair the cultural defects that allow feuds to persist. Even if you aren't currently a member of a feuding faction, the culture may be such that a feud can develop that will involve your part of the organization. Be alert.
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:
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- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
management debt? How can we pay it down?
- How to Stop Being Overworked: II
- Although many of us are overloaded as a result of our own choices, some are overloaded by abusive supervisors.
If you find yourself in that situation, what can you do?
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences.
Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding
of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
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.
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- 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.