I'm often asked about how to participate in workplace politics without sacrificing one's integrity. The question itself reveals part of the problem, because it contains within it two examples of a logical fallacy called false dichotomy. With regard to politics, the confusion relates to the concept of participation; with regard to integrity, the confusion relates to the definition of integrity itself.
The basic question is this: How can I participate in workplace politics without compromising my integrity?
To begin to sort out the confusion, let's define both workplace politics and integrity. For this discussion, we take workplace politics to be what happens when we contend with each other for control or dominance, or when we work with others to resolve specific issues. We take integrity to be the alignment of word and deed with values and principles.
The definition of politics exposes the first example of false dichotomy. It is the belief that we can choose not to participate in workplace politics. That is, the question assumes that we either participate, or we don't. In reality, we cannot choose not to participate in workplace politics. Anyone employed in an organization is participating in its politics to some extent. For example, if you decide not to play an active role, you are then still a witness. Because what witnesses see and think is important to the more active participants, even witnesses play a role.
The basic question above mistakenly assumes that it's possible not to participate in workplace politics. We can choose how we participate, but we cannot choose whether we participate. Some roles are more active than others, but if you're inside the organization, you're inside its politics.
Now consider Integrity. Most of us believe that if our words, deeds, values, and principles are not in alignment, then we lack integrity. A single statement, act, principle, or value, no matter how minor, violates one's integrity if it is inconsistent with one's other words, deeds, principles, or values. Indeed, some people believe that a single such violation — no matter how incidental, or how long ago — is enough to destroy a person's integrity utterly.
This exposes the second example of false dichotomy, because perfect alignment of words, deeds, values, and principles — 100% of the time — is impossible. As human beings, we cannot choose whether we Most of us believe that
if our words, deeds,
values, and principles
are not in alignment,
then we lack integritywill violate our integrity; we can only choose how and — to some extent — how often. Since absolute integrity is unachievable, a concept of degrees of integrity is more useful. For example, "She has a lot of integrity."
The problem underlying the basic question arises when we believe first we can totally avoid political participation, and second that integrity is absolute and all-or-nothing. Out here in Reality, though, both political participation and integrity are matters of degree. Reality is a whole lot messier than our theories. 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
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More articles on Workplace Politics:
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simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
- The Advantages of Political Attack: I
- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when
the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond
- How to Undermine Your Boss
- Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for
"How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this
one's for you.
- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some
people in the rest of the organization. When these conditions prevail, organizational performance suffers.
- An Introduction to Workplace Ostracism
- We say that a person has been ostracized from a group when that person is ignored by the members of
that group or excluded from participating in that group's activities, and when we might otherwise expect
that person to be a member. Workplace ostracism can have expensive consequences for the enterprise.
Forthcoming issues of Point Lookout
- Coming December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
- And on December 14: Straw Man Variants
- The straw man fallacy is a famous rhetorical fallacy. Using it distorts debate and can lead groups to reach faulty conclusions. It's ad readily recognized, but it has some variants that are more difficult to spot. When unnoticed, trouble looms. Available here and by RSS on December 14.
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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.