Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 36;   September 7, 2016: Cultural Indicators of Political Risk

Cultural Indicators of Political Risk

by

Last updated: July 30, 2018

Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators of political risk?
A forest fire

Wildfires in southeastern Australia in 2009. Photo credit: U.S. National Oceanic and Atmospheric Administration.

Politics is indispensible at work. It is the means by which we resolve problems jointly, and allocate resources to achieve joint objectives. And politics has a dark side. Some political operators use political means to advance personal agendas at the expense of the organization, their colleagues, or both. What are the indicators of such behavior? How can we tell whether there is political risk to our organizations, or to our own personal well-being? Here are some indicators of political risk, emphasizing attributes of organizational culture.

Intentionally inflicting political harm
Political harm to others can be an unintended result of legitimate actions. Sometimes, it's unavoidable. But if someone you work with has harmed another politically, and has done so intentionally, as the primary objective of the political act, beware. That person apparently believes that such actions are within cultural norms. Maybe they are.
Boasting about having inflicted political harm
Someone boasting of having inflicted political harm on another could be a signal that, at least in the view of the boaster, the culture actually admires those who succeed in harming others. Such a cultural norm encourages politically motivated attacks. Watch your back.
Bearing grudges, seeking revenge, or avoiding someone
Harboring grudges Environments in which people
perceive an absence of procedural
justice are fertile grounds for
the tactics of toxic politics
against others, seeking revenge, or avoiding others, are all tactics people use when they feel wronged. People are more likely to use these tactics when they feel that "procedural justice" is unavailable [Aquino 2006]. Environments in which people perceive an absence of procedural justice are fertile grounds for the tactics of toxic politics.
Rampant bigotry
When people act out of bigotry against a race, a sex, a sexual orientation, an age group, an ethnic group, a profession, an educational level, an alma mater, a birthplace, or whatever, and when the organizational culture tolerates those bigoted actions, the bigots will, very likely, eventually get around to discriminating against some group that you belong to.
Rampant idolatry
Another form of bigotry, with polarity opposite to the most common forms of bigotry, is idolatry, in which we hold members of one social group to be inherently superior to all others. Members of the favored group rarely complain. But if you don't belong to the favored group, you could be at risk.
Feuds
Feuds are long-running toxic conflicts between social groups. Feuds between alliances centered around members of the management team at a given level, might be an indication of the inability (or unwillingness) of more senior managers to repair the cultural defects that allow feuds to persist. Even if you aren't currently a member of a feuding faction, the culture may be such that a feud can develop that will involve your part of the organization. Be alert.

Personal attributes are another set of indicators of political risk. We'll explore these next time.  Next in this series Go to top Top  Next issue: Behavioral Indicators of Political Risk  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

Footnotes

[Aquino 2006]
Karl Aquino, et. al., "Getting Even or Moving On? Power, Procedural Justice, and Types of Offense as Predictors of Revenge, Forgiveness, Reconciliation, and Avoidance in Organizations," Journal of Applied Psychology, 91:3, 653-668, 2006. Back

Your comments are welcome

Would you like to see your comments posted here? rbrencjUzAZLoHUsTXxHCner@ChacSHKhczGqwroNldcQoCanyon.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:

Captain William BlighHow to Tell If You Work for a Nanomanager
By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.
The U.S. Federal Correctional Institution at Danbury, ConnecticutConfronting the Workplace Bully: I
When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
Jeffrey Skilling, in a mug shot taken in 2004 by the United States Marshals ServiceKinds of Organizational Authority: the Informal
Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
John C. Calhoun (1782-1850), seventh Vice President of the United StatesImpasses in Group Decision-Making: I
Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving on to the more thorny areas. Why does this happen?
Arthur M. Schlesinger, Jr.Suppressing Dissent: I
In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.

See also Workplace Politics and Devious Political Tactics for more related articles.

Forthcoming issues of Point Lookout

Senator Lindsey Graham (R-South Carolina) speaks at a recent Senate hearingComing October 17: Overt Belligerence in Meetings
Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
A man, standing, explaining something to a woman, seatedAnd on October 24: Conversation Irritants: I
Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUZOLdxdLGZvKKgXWner@ChacIlepDDDcNmnTVeifoCanyon.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 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.
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.