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.
- 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 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.
- 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.
- 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 attitudeseems 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.
- 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.
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
Your comments are welcomeWould you like to see your comments posted here? rbrenfOBAwdNIoItVbCQnner@ChacNUNIWvJglReABtVBoCanyon.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.
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.
More articles on Workplace Politics:
- Devious Political Tactics: Divide and Conquer, Part I
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate
you to find another way.
- Beyond Our Control
- When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed.
We could have done more. But is that really true? Aren't some things beyond our control?
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- Workplace Politics and Type III Errors
- Most job descriptions contain few references to political effectiveness, beyond the fairly standard
collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political
sophistication, understanding the political content of our jobs is important.
- That Was a Yes-or-No Question: I
- In tense situations, one person might question another. As the respondent replies, the questioner interjects,
"That was a yes-or-no question." The intent is to trap the respondent. How does this work,
and how can the respondent escape the trap?
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreneSocSqcnblZrtJsRner@ChacXHYBEenIRrjDdbAzoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.