Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 13, Issue 38;   September 18, 2013: Social Entry Strategies: I

Social Entry Strategies: I

by

Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes called social entry. We use social entry strategies to make places for ourselves in social groups at work.
U.S. Military Academy graduates toss their hats during commencement ceremonies at West Point, New York, May 23, 2009

U.S. Military Academy graduates toss their hats during commencement ceremonies at West Point, N.Y., May 23, 2009. It's a scene of intense celebration, a tradition that dates back to 1946. But not every cadet at every graduation experiences pure exultation. James Pelosi, class of 1973, graduated under a cloud that arose from charges of cheating on an exam. Although the charges had been dismissed, at the time, West Point's honor code held that a cadet who broke the Honor Code and did not leave the Academy "will not be allowed to have roommates. He will eat at a separate table. He will be addressed only on official business and then as Mister." More: The Baltimore Sun and The Toledo Blade.

This treatment, known as "The Silence," is one of a class of patterns that social groups use to control entry. They're designed to defeat any entry strategy a joiner might deploy, often, as in this case, with the goal of compelling the joiner to break off all attempts to enter. Photo by Master Sgt. Jerry Morrison, courtesy United States Army.

When we join groups at work, or professional groups elsewhere, we must find space for ourselves and our contributions. Some groups are welcoming. Some aren't. Some joinings are voluntary. Sometimes we're invited. Sometimes we're assigned. Finding space requires different strategies for different situations.

Yet some of us use only a few entry strategies for all situations. Since some strategies work better than others, choosing from a variety of approaches can enhance professional entry experiences. Here's Part I of a short catalog of common workplace social entry strategies, beginning with strategies that emphasize the stance of the joiner.

Differentiating
By differentiating ourselves, we emphasize our personal uniqueness — our special knowledge, experience, and capabilities. This strategy works well when the group recognizes its need for whatever we uniquely possess.
Differentiating can be problematic if what we assume is unique about ourselves actually is not. For example, we might assume that we have special skills when some long-time members of the group also have those skills.
Harmonizing
Harmonizing is the dual of differentiating. Harmonizers emphasize their compatibility with the group's goals, outlook, or abilities. Harmonizing works well when the group views itself as unified overall.
Harmonizing strategies can be problematic, for example, when the group isn't involved in the member selection process. In these cases, harmonizing strategies can seem to be overly ingratiating.
Feeling
The object of feeling strategies is building emotional bonds between the joiner and the group and its members. The basis of the bond might be shared affinity for some person, ideology, or goal, but it might also be shared revulsion.
Feeling strategies might be problematic when the group values rationality over emotion. In these instances, feeling strategies can be augmented with harmonizing on the basis of rational argument.
Pairing
Those who employ pairing strategies use their connection to one particular group member as a basis for connecting to the group and its other members. In effect, the pair connection acts as an endorsement of the joiner.
Pairing strategies Finding space for ourselves
in a new group requires
different strategies for
different situations
might be problematic when the joiner pairs with a member whose status within the group is either very high or low. When the existing group member has low status, the joiner might inherit low status. When the existing group member has high status, some other members might react as if the joiner is exploiting the pair connection, and is therefore undeserving of entry on his or her own merits.
Horn-blowing
Horn-blowers seek entry by promoting their own attributes and accomplishments, real or imagined. Horn blowing differs from differentiating, because the joiner's attributes and accomplishments are not necessarily different from those of other members of the group.
Horn blowing can be problematic when the attributes or accomplishments are unimpressive or they are shown to be overblown or fictitious.

We'll continue this exploration of social entry strategies next time.  Next in this series Go to top Top  Next issue: Social Entry Strategies: II  Next Issue

303 Secrets of Workplace PoliticsIs 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

Your comments are welcome

Would you like to see your comments posted here? rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

The Apollo 17 Lunar Rover, showing its damaged fenderAre You a Fender?
Taking political risks is part of the job, especially if you want the challenges and rewards that come with increased responsibility. That's fair. But some people manage political risks by offloading them onto subordinates. Be certain that the risk burden you carry is really your own — and that you carry all of it yourself.
An investigator from the U.S. Air Force Office of Special Investigations interviews a witnessWhen the Answer Isn't the Point: I
When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking.
A particularly complicated but well-ordered utility poleThe Utility Pole Anti-Pattern: II
Complex organizational processes can delay action. They can set people against one other and prevent organizations from achieving their objectives. In this Part II of our examination of these complexities, we look into what keeps processes complicated, and how to deal with them.
Dante's Eighth Circle of HellFlattery and Its Perils
Flattery is a tool of manipulation. When skillfully employed, it's difficult to distinguish from praise or admiration. When we confuse flattery with praise, we are in peril.
Promotional photo of Boris Karloff from The Bride of Frankenstein as Frankenstein's monsterThe Politics of Forming Joint Leadership Teams
Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from both the politics of the joint leadership team and the politics of the organization hosting it.

See also Workplace Politics and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

Lifeboats on board the FS Scandinavia, May 2006Coming December 13: Contrary Indicators of Psychological Safety: I
To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
A beekeeper at work, wearing safety equipmentAnd on December 20: Contrary Indicators of Psychological Safety: II
When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

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.

303 Secrets of Workplace PoliticsIs 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!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.