Politics is the process by which we resolve diverse and sometimes conflicting interests. In the workplace we often think of politics as a negative — a corrupting process that hurts people and organizations. And sometimes, that's what happens.
But politics comes in many flavors — it need not be destructive. Constructive politics gives us a way to make decisions together that take into account the needs and goals of diverse groups. Practicing constructive politics is an art, and leaders can model the best practices. Here are some ideas to keep in mind when practicing politics.
- Both pragmatism and ideology have their places
- Ideologies provide guidance when we aren't sure which way to go. And sometimes, when we adhere to ideologies too closely, they limit our ability to account for uncertainty or for the views of others.
- Pragmatism creates the flexibility we need to take into account the uncertainty that prevails in most environments, and to enable us to adapt decisions to the goals of diverse constituencies.
- Favor inclusiveness over domination
- When groups become polarized, dominance of one faction over all others is one path to stability. Sadly, this kind of stability is vulnerable in changing environments.
- To achieve a more durable stability, seek solutions based on inclusive alliances.
- Shorten your time horizon
- Constructive politics
helps us take account
of the needs of
- Taking the long view comes only at the expense of flexibility. In many cases the situation is so fluid that the future we were trying to accommodate never actually comes to pass, so the flexibility sacrifice we make today can be fruitless.
- By shortening your time horizon, you can recover flexibility, and that flexibility enables inclusiveness.
- Abandon behaviorism and revenge
- Some political operators choose tactics designed to "teach them a lesson." This is a behaviorist strategy, or sometimes it's driven by a desire for revenge. But because true learning is a voluntary activity, and "they" never enrolled in our "course," "they" rarely learn the lesson we had in mind.
- Hurting or terrorizing people isn't likely to convert anyone. At best, it begets compliance; at worst, destructive conflict. Neither outcome is a sound basis for an effective organization.
- Narrow your own goals
- Broad sets of goals tend to impose constraints that limit options. Narrowing your goals, which can feel like a loss, can often create new options that lead to outcomes you wouldn't have achieved otherwise.
- Focus on your must-haves, with "must" narrowly defined. Set aside for now the rest of your goals, and revisit them after your new alliance has had some successes.
Most important, when things turn toxic, get help. An impartial professional can usually suggest adjustments that would be rejected if one of the rival factions proposed them. Be careful though — this also applies to suggesting the need for help. Top Next Issue
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
For a connection between positive politics and retention, see "Retention," Point Lookout for February 7, 2007.
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More articles on Workplace Politics:
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- People write to me occasionally that their bosses undermine them, but I know there are bosses who want
to do more undermining than they are already doing. So here are some tips for bosses aspiring to sink
- What Insubordinate Nonsubordinates Want: III
- When you're responsible for an organizational function, and someone not reporting to you doesn't comply
with policies you rightfully established, trouble looms. What role do supervisors play?
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in
the rest of life. But the technologies of the modern workplace offer new opportunities to practice the
art. Here's Part II of a handy guide for telephonic self-defense.
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
- Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities.
Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the
ability to do their jobs.
Forthcoming issues of Point Lookout
- Coming February 1: The Big Power of Little Words
- Big, fancy words, like commensurate or obfuscation, tend to be more noticed than the little everyday words, like yet or best. That might be why the little words can be so much more powerful, steering conversations where their users want them to go. Available here and by RSS on February 1.
- And on February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
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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.