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

28. 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

29. 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

30. 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.

31. 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.

32. 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.

33. 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)

34. 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).

35. 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.

36. 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.

37. 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.

38. 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.

39. Leadership and Management
The organization gives you the authority to
manage; but the people give you the
power to lead.

40. Sources of Power in
Organizations
 Legitimate Power
 Reward
 Coercive
 Information
 Connection
 Knowledge
 Referent/Identification