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.
- 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 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.
- 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.
- 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 situationsmight 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-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.
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More articles on Workplace Politics:
- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information.
Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part
two of a catalog of some favorite tactics.
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Passive Deceptions at Work
- Among the vast family of workplace deceptions, those that involve camouflage are both the most common
and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace
- Social Entry Strategies: II
- When we first engage with a group at work, we employ social entry strategies to make places for ourselves
to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of
a little catalog of social entry strategies.
- Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators
of possible trouble are the behaviors of the people around you.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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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.