Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 13, Issue 39;   September 25, 2013: Social Entry Strategies: II

Social Entry Strategies: II

by

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.
The freshman class of the 2012 U.S. Congress

The freshman class of the 2012 U.S. Congress. This class consisted of 13 new Senators and 93 new Representatives — almost 20% of the Congress. Photo courtesy U.S. Representative Dan Kildee.

In last week's issue, we explored social entry strategies that emphasize the stance of the joiner. With those strategies, joiners present themselves in such a way as to bond with the group and to encourage reciprocal attempts to bond. This time, we consider strategies that depend for their success on the outcome of other kinds of interactions between the joiner and the group.

Transforming
Users of transforming strategies enter by changing the group in some way. This approach is effective when the group is in chaos following a disruption, such as dramatic change in the marketplace, loss of influence, or the passing of a leader.
Transforming strategies can be problematic when the group is stable and healthy, or when it believes it is. In such circumstances, the joiner can seem to be disruptive or power hungry. To avoid this problem, some joiners foment disruption indirectly or by subterfuge.
Donating
Donating strategies create connection to the group by providing something of value. The donation can be almost anything the group values. Examples are finance, material, labor, information, expertise, credibility, or external connections.
Donating strategies can be problematic when the donation is something the group already has (or thinks it has), or when it is something the group regards as unimpressive. Excessively valuable donations can seem like bribery.
Demanding
Some joiners seek entry by simply demanding entry. Sometimes, but not always, they provide a basis for the demands. This approach can be effective when a basis is provided, and that basis is consistent with the values of the group, or when it relies on legal action.
Demanding can be problematic when no basis is provided for the demands, or when the basis asserted is inconsistent with group values, or when the legal action, if employed, fails. In these cases, the joiner can seem petulant, selfish, or juvenile.
Questioning
Bringing questions before the group can be an effective method for joiners to demonstrate a thoughtful and receptive attitude, if the questions are presented respectfully.
If the questioning Bringing questions before the group
can be an effective method for joiners
to demonstrate a thoughtful
and receptive attitude
seems more valuable to the joiner than the answers, questioning can be problematic. For example, trouble can appear when the responses to the questions don't seem to have any value to the questioner, or when subsequent questions are repetitive.
Ganging
Some joiners ally with one or more other joiners into a joining gang, which makes them comfortable with risks that they might not otherwise tolerate. Some groups encourage ganging, which are sometimes identified as a "freshman class" or "pledge class."
Ganging can be problematic when it acts as a barrier between the joiners and the existing members of the group. For example, if the joiners seem to have greater affinity for each other than they do for the group, the purpose of ganging is defeated.

Notice how people join your groups. Which strategies work best? First in this series  Go to top Top  Next issue: Not Really Part of the Team: I  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? rbrenmYwQquECAPyNbxXdner@ChacoTkmlnHBJrytLvekoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

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.

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:

A section of stone wall at Pueblo BonitoStonewalling: II
Stonewalling is a tactic of obstruction. Some less sophisticated tactics rely on misrepresentation to gum up the works. Those that employ bureaucratic methods are more devious. What can you do about stonewalling?
Steve McInnis, the Building Commissioner of the City of North Chicago, IllinoisHow to Stop Being Overworked: II
Although many of us are overloaded as a result of our own choices, some are overloaded by abusive supervisors. If you find yourself in that situation, what can you do?
Male peponapis pruinosa — one of the "squash bees."Preventing Spontaneous Collapse of Agreements
Agreements between people at work are often the basis of resolving conflict or political differences. Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
Rofecoxib, the active ingredient of VioxxBefore 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.
U.S. Congressman Jim Moran talks with constituents at a meeting on the federal budgetImpasses in Group Decision-Making: III
In group decision-making, impasses can develop. Some are related to the substance of the issue at hand. With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses in the same way doesn't work. Here's why.

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

Forthcoming issues of Point Lookout

Children playing a computer gameComing July 18: High Falutin' Goofy Talk: III
Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call high falutin' goofy talk. We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid. Available here and by RSS on July 18.
Office equipment — or is it office toys?And on July 25: Exploiting Functional Fixedness: II
A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHAmeYVsMwLkTWxPYner@ChacxqdwyuIApPHfDEHKoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Race to the South Pole: The Power of Agile Development
On 14The Race to the Pole: An Application of Agile Development December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post 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.

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.