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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- Why There Are Pet Projects
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They usually consume resources at levels beyond what the organization intends, which raises the question
of their genesis: Where do pet projects come from?
- The End-to-End Cost of Meetings: I
- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of
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- Why We Don't Care Anymore
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Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmetVIOyqNboHhtBtner@ChacLpSLIsuVomYlNNAGoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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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 a date for this
- Baci Grill, 134 Berlin
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.
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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.