Organizational politics webinar_7-24-2013_(1)

Ethical Organizational Politics

Presented By: Ron Pickett


Ron Pickett

Rate the Political Climate in Your Organization

Political Climate

_________________________ ________________________

Highly Political Non-political

Skill Assessment__________________________________________________High Moderate Low

Overview and Objectives

Politics exists in organizations. Politics can be understood. Politics can be managed. You can become a better “Organizational

Politician.” Denial won’t make politics go away.

Walter Lippmann

Successful democratic politicians are insecure and intimidated men. They advance politically only as they placate, appease, bribe, seduce, bamboozle, or otherwise manage to manipulate the demanding and threatening elements in their constituencies.

Research Findings on Politics

The higher level the more the perceived political activity.

The larger the organization the greater the level of political activity.

Staff positions – more political activity than line positions.

Research (Cont.)

Most managers believe engaging in politics helps career advancement.

Politics probably distracts from goals. Change elicits political activity.

Some Realities of Politics

A world of trades, relationships and barter. What do you have of value? What does the other person have of

value? “Follow the money.” Self-interest is the key to understanding

motivation. It takes time.

Sources of Power in Organizations

Legitimate Power POSITION Reward Coercive Information Connection PERSON Knowledge Referent/Identification

Personal Power vs. Socialized Power

Personal Power: Power used for personal benefit.

Socialized power: Power used for the benefit of others. Hesitance about expressing power. Make others feel strong and competent. Demonstrate concern about group goals. “Have impact for the group.”

Political Power

Definition: Power or influence that is a result of trades, contacts, relationships, or other factors not clear or obvious from the formal organization chart.

Ethical Use of Political Power

Seven Things that will destroy us1. Wealth Without Work

2. Pleasure Without Conscience

3. Knowledge Without Character 4. Commerce (Business) Without Morality (Ethics) 5. Science Without Humanity6. Religion Without Sacrifice

7. Politics Without Principle

Seven Things That Will Destroy Us

Mahatma Gandhi

Organization Chart

O rga n iza tio n C ha rt

Political Factors

Access Independence Contribution History – personal

& departmental.

Management style. Department size

and type. Associates Political sense.

“Political” Organization Chart

P o li t ica l O rg an iza tio n C ha rt

Causes of Political Environments

Ambiguous goals Subjective assessments Scarce resources Organizational change Poor communication

Gaining Political Power

WHY?

Overcome your resistance It IS ethical (Or can be!) Personal vs. Socialized Power Self assessment and monitoring.

Influence Strategies

Rational persuasion

Inspirational appeal

Consultation Ingratiation Exchange

Personal appeal Coalition building Legitimating Pressure

Keys to Gaining Political Power

Access Independence Contribution History – personal

& department Management style

Department size and type

Associates Political sense Self promotion Self assessment

Specific Techniques for Department Managers

Posturing Networking & PR Recruit a mentor Make your boss

look good Collect and use

“Social IOUs”

Maintain self control

Avoid making enemy's*

Use character assassination*

Keeping your Department Politics Free (Relatively!)

Open communication. Listen! Objective performance appraisal. Share the wealth/spotlight. Empower staff. Carefully manage change.

Organizational Politics Competencies

What You Know: Organizational Webs of Influence

What You Do: Influence Without Authority

What You Are: Politically Astute

Quick Keys to Political Success

Be right Choose your battles Monitor your words Assess your motives

Preparation for Application

Describe your current political sense.

__________________________________ List three areas for attention and growth.

__________________________________ List the impediments to your changing.

__________________________________

Summary Politics is real. First, learn to accept this fact. Then learn to use this reality for the benefit of

your department (Socialized Power.) Monitor your personal reaction. References:

Office Politics: Seizing Power, Wielding Clout, Marilyn Moats Kennedy, Warner Books, NY, NY 1980 Pickett, R Understanding and Using Organizational Politics. CLMRMar-Apr, May-Jun, 2004.http://www.bredemeyer.com/pdf_files/PoliticsCompetency.PDFhttp://www.andersonconsulting.com/doopinto.htm

The webinar video will be available atwww.labmanager.com/orgpolitics

If you have a follow up question for Ron Pickett he can be reached at [email protected]


Department vs. Organization

How political is your own department? How political is the rest of the

organization? As your focus and influence grows the

potential for politics increases


What You Know: Organizational Webs of Influence

Understand the networks of influence in the organization.

Identify what various stakeholders concerns and values are, and

Thinks about these in relation to effectively achieving the desired outcomes of the health care delivery system.



Influence others to achieve outcomes, getting things done in the organization even though the person does not have direct authority over the people who contribute most to the success or failure of the system.


What You Are: Politically Astute

A very positive, passionate attitude;

Flexibility and openness to ideas and organizational forces;

Integrity of purpose and sound ethics;

Good interpersonal skills and the ability to communicate to a variety of audiences, to persuade and influence, align and motivate.


What You Know: Organizational Webs of Influence Level 1 Level 2 Level 3 Level 4Recognizes the need to get buy-in and support for decisions that impact others.

Understands that formal and informal processes are necessary to getting results.

Understands the concerns and values of stakeholders.

Is aware of, and responds appropriately to, political situations and issues

Understands that politics, not technology, establishes the limits on what can be achieved.

Knows that the best engineering solutions are not necessarily the best political solutions, and that engineering excellence and organizational needs have to be balanced.

(Copyright © 2002 Bredemeyer Consulting)

Organizational Politics CompetenciesLevel 3 (Cont.) Level 4Knows who to influence, how best to do so, and when.

Understands the agendas and concerns of the different teams he/sheworks with.

Understands the political process in the organization.

Has a model of the organizational networks of influence across the business.

Knows who the key players are, and what they care about, personally and with respect to the business.

Understands the organization’s culture and core values,

and senses what it takes to align projects and groups despite their differences.

Recognizes where power is focused and how it flows in

the organization (e.g., who really makes what kinds of decisions).



Level 1 Level 2 Level 3 Level 4Establishes good working relationships with his/her team members,manager and architect. Keeps relevant people informed of his/her actions, decisions andprogress

Proactively builds a network of relationships among people inside and outside the architecture team.

Provides timely information on progress and issues affecting keystakeholder concerns.

Effectively communicates the value of the architecture to differentgroups of stakeholders.


Level 1 Level 2 Level 3 Level 4

Listens and networks, building relationships and gaining insight into the political web of the organization.

Works well across teams, helping to identify common concerns and achieving support for working towards broader goals.

Uses influence to get things done without formal authority.

Actively and effectively “sells” the architecture to multiple

groups, creating enthusiasm and overcoming resistance.

Coaches others on how to do this.


What You Are: Politically Astute Level 1 Level 2 Level 3 Level 4Sees what needs to be done and does it without being told.

Displays drive, energy and initiative.

Is good at technical communication. Has strong writing skills.

Cares deeply about the architecture vision.

Insightful into people dynamics.

Intuitively grasps practical implications, and shows good judgment.

Has a good sense of timing.

Has strong interpersonal skills, and is able to gain support and get things done.

Is comfortable and skillful working with diverse stakeholder groups.


Level 1 Level 2 Level 3 Level 4Sees a bigger outcome for the organization,and is passionate about it.

Is a role model, upholding high standards of personal and technical integrity.

Perceptive and shrewd, with a good sense of what, practically, can be achieved.

Sagacious. Wise in the conduct of organizational affairs.

Good at communicating in a variety of mediums to various audiences.

Effective and comfortable working withhigh-level management.

Leadership and Management

The organization gives you the authority to manage; but the people give you the power to lead.

Sources of Power in Organizations

Legitimate Power Reward Coercive Information Connection Knowledge Referent/Identification

News & Politics

Organizational politics webinar_7-24-2013_(1)