A few years ago I broke a bone in my right foot: metatarsal #5. Never mind how. Metatarsals are the longish bones that connect the ankle-and-heel assembly to the toes. Metatarsal #5 connects your pinky toe to your ankle. Not a bad break, but enough to require one of those walking boot casts and a cane for about six weeks.
Let me tell you, the foot is a very undervalued body part. Functioning without full use of a foot presents all kinds of challenges you wouldn't normally think about. As a cure for not paying attention to something important, few things are as instructive as losing use of a foot, even for only six weeks. I now totally respect both feet. They're experts at what they do, and they're good at it.
Organizations also have parts — we call them subsidiaries, divisions, departments, groups, and teams, and probably there are many more names. The people of most organizations value the parts of those organizations differently. Some parts are prized and held in high regard; some are less prized and are held in lesser regard. Some are rarely thought of at all, which can happen even when they are essential to high organizational performance.
Just like my foot and me, we realize how important the less-valued parts of the organization are only when they somehow become unavailable. See if you can estimate how long you would be able to do what you do at work after the phone system stops working, or after they stop emptying the dumpsters.
When we evaluate someone's importance or the importance of their contributions, most of us allow ourselves to be biased by the level of regard we have for the part of the organization to which they belong. If we have a low regard for janitorial services, some of us tend to have a lower regard than we otherwise would for the people who provide those services. If we have a low regard for product testing, some of us tend to have a lower regard than we otherwise would for those who do the testing.
It works the other way, too. For example, if we have a high regard for strategic planning, we tend to have a high regard for the people who do strategic planning, When we evaluate someone's importance
most of us allow ourselves to be biasedwhether or not the plans they develop are any good. If we have a high regard for a consulting firm, we tend to have a higher regard than we otherwise would for the people who work for that firm, no matter what they are advising us to do.
That we can confuse how we value people with how we value the organizations with which they are affiliated is an example of a larger difficulty. Dozens of other factors can also confuse us. How many confusion factors can you identify for yourself? Top Next Issue
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More articles on Workplace Politics:
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are
simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
- What Insubordinate Non-Subordinates Want: I
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- Kinds of Organizational Authority: the Formal
- A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority
found in organizations. Here's Part I of a little catalog of authority classes.
- Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their
own interests and welfare ahead of anyone or anything else. In this part of the series we consider how
this claimed specialness affects the organization and its people.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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- 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.