Organizational politics webinar_7-24-2013_(1)

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  • 1. Ethical Organizational Politics Presented By: Ron Pickett
  • 2. Ethical Organizational Politics Ron Pickett
  • 3. Rate the Political Climate in Your Organization Political Climate _________________________ ________________________ Highly Political Non-political Skill Assessment __________________________________________________ High Moderate Low
  • 4. 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.
  • 5. 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.
  • 6. 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.
  • 7. Research (Cont.)  Most managers believe engaging in politics helps career advancement.  Politics probably distracts from goals.  Change elicits political activity.
  • 8. 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.
  • 9. Sources of Power in Organizations  Legitimate Power POSITION  Reward  Coercive  Information  Connection PERSON  Knowledge  Referent/Identification
  • 10. 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.”
  • 11. 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.
  • 12. Ethical Use of Political Power  Seven Things that will destroy us 1. Wealth Without Work 2. Pleasure Without Conscience 3. Knowledge Without Character 4. Commerce (Business) Without Morality (Ethics) 5. Science Without Humanity 6. Religion Without Sacrifice 7. Politics Without Principle
  • 13. Seven Things That Will Destroy Us Mahatma Gandhi
  • 14. Organization Chart O r g a n i z a t i o n C h a r t
  • 15. Political Factors  Access  Independence  Contribution  History – personal & departmental.  Management style.  Department size and type.  Associates  Political sense.
  • 16. “Political” Organization Chart P o li t i c a l O r g a n i z a t io n C h a r t
  • 17. Causes of Political Environments  Ambiguous goals  Subjective assessments  Scarce resources  Organizational change  Poor communication
  • 18. Gaining Political Power  WHY?  Overcome your resistance  It IS ethical (Or can be!)  Personal vs. Socialized Power  Self assessment and monitoring.
  • 19. Influence Strategies  Rational persuasion  Inspirational appeal  Consultation  Ingratiation  Exchange  Personal appeal  Coalition building  Legitimating  Pressure
  • 20. Keys to Gaining Political Power  Access  Independence  Contribution  History – personal & department  Management style  Department size and type  Associates  Political sense  Self promotion  Self assessment
  • 21. 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*
  • 22. Keeping your Department Politics Free (Relatively!)  Open communication.  Listen!  Objective performance appraisal.  Share the wealth/spotlight.  Empower staff.  Carefully manage change.
  • 23. Organizational Politics Competencies  What You Know: Organizational Webs of Influence  What You Do: Influence Without Authority  What You Are: Politically Astute
  • 24. Quick Keys to Political Success  Be right  Choose your battles  Monitor your words  Assess your motives
  • 25. Preparation for Application  Describe your current political sense. __________________________________  List three areas for attention and growth. __________________________________  List the impediments to your changing. __________________________________
  • 26. 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. CLMR Mar-Apr, May-Jun, 2004. http://www.bredemeyer.com/pdf_files/PoliticsCompetency.PDF http://www.andersonconsulting.com/doopinto.htm
  • 27. The webinar video will be available at www.labmanager.com/orgpolitics If you have a follow up question for Ron Pickett he can be reached at ronp70000@aol.com Ethical Organizational Politics
  • 28. 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
  • 29. Organizational Politics Competencies 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.
  • 30. Organizational Politics Competencies What You Do: Influence Without Authority 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.
  • 31. Organizational Politics Competencies 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.
  • 32. Organizational Politics Competencies What You Know: Organizational Webs of Influence Level 1 Level 2 Level 3 Level 4 Recognizes 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)
  • 33. Organizational Politics Competencies Level 3 (Cont.) Level 4 Knows who to influence, how best to do so, and when. Understands the agendas and concerns of the different teams he/she works 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).
  • 34. Organizational Politics Competencies What You Do: Influence Without Authority Level 1 Level 2 Level 3 Level 4 Establishes good working relationships with his/her team members, manager and architect. Keeps relevant people informed of his/her actions, decisions and progress Proactively builds a network of relationships among people inside and outside the architecture team. Provides timely information on progress and issues affecting key stakeholder concerns. Effectively communicates the value of the architecture to different groups of stakeholders.
  • 35. Organizational Politics Competencies 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.
  • 36. Organizational Politics Competencies What You Are: Politically Astute Level 1 Level 2 Level 3 Level 4 Sees 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.
  • 37. Organizational Politics Competencies Level 1 Level 2 Level 3 Level 4 Sees 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 with high-level management.
  • 38. Leadership and Management The organization gives you the authority to manage; but the people give you the power to lead.
  • 39. Sources of Power in Organizations  Legitimate Power  Reward  Coercive  Information  Connection  Knowledge  Referent/Identification