1. Chapter 9 Managing Power, Social Influence, and Politics

2. The Nature of Power Latent. Power is something that people have and may or may not choose to use. It is a weapon or tool; it may never be used, and just having it may makes its use unnecessary. Latent. Power is something that people have and may or may not choose to use. It is a weapon or tool; it may never be used, and just having it may makes its use unnecessary. Relative. The power one person has over another depends largely on things such as the expertise of one person relative to another and the hierarchical level of one relative to the other; a manager may have considerable power relative to one person and little or none relative to another. Relative. The power one person has over another depends largely on things such as the expertise of one person relative to another and the hierarchical level of one relative to the other; a manager may have considerable power relative to one person and little or none relative to another. Perceived. Power is based on one person’s belief that another has certain characteristics. If I believe you have power over me, you’ve got it! Perceived. Power is based on one person’s belief that another has certain characteristics. If I believe you have power over me, you’ve got it! Dynamic. Power relationships evolve over time as individuals gain or lose certain types of power relative to others. Dynamic. Power relationships evolve over time as individuals gain or lose certain types of power relative to others.

3. Uses of Power Power over: This is power used to make another person act in a certain way; it may be called dominance. Power over: This is power used to make another person act in a certain way; it may be called dominance. Power to: This is power that gives others the means to act more freely themselves; it is sometimes called empowerment. Power to: This is power that gives others the means to act more freely themselves; it is sometimes called empowerment. Power from: This is power that protects us from the power of others; it may be called resistance. Power from: This is power that protects us from the power of others; it may be called resistance.

4. Forms of Compliance to Power Coercive power involves forcing someone to comply with our wishes. Coercive power involves forcing someone to comply with our wishes. With utilitarian power, compliance results from desires for rewards. With utilitarian power, compliance results from desires for rewards. Normative power rests on the employees’ belief that the organization has the right to govern their behavior. Normative power rests on the employees’ belief that the organization has the right to govern their behavior.

5. Bases of Power If we’re going to use power, we first have to get it. If we’re going to use power, we first have to get it. Traditionally, a distinction has been made between how people get power (termed interpersonal power bases) and how organizational subunits get power (termed subunit power bases). Traditionally, a distinction has been made between how people get power (termed interpersonal power bases) and how organizational subunits get power (termed subunit power bases). We’ll retain this distinction for now. However, the distinction is murky: people may use the so- called subunit power bases, and groups or subunits may use the so-called interpersonal power bases. We’ll retain this distinction for now. However, the distinction is murky: people may use the so- called subunit power bases, and groups or subunits may use the so-called interpersonal power bases.

6. Interpersonal Power Bases  Legitimate: Based on one person’s belief that it is legitimate, or right, for another to give orders or otherwise exert force.  Reward: Based on one person’s perception that another can influence the rewards s/he receives.  Coercive: Based on one person’s perception that another can influence the punishments s/he receives.  Referent: Based on a feeling of identity, or oneness, that one person has for another, or the desire for such identity.  Expert: Based on one person’s perception that another has needed expertise in a given area.

7. Interaction of Bases of Power COERCIVE POWER EXPERT POWER REFERENT POWER REWARD POWER LEGIT. POWER

8. Guidelines for Ethically Attaining and Using Interpersonal Power (From Figure 9-1)

9. Resource Dependence Approach One source of subunit power is the ability to control the supply of important resources required by other subunits. One source of subunit power is the ability to control the supply of important resources required by other subunits. According to the resource dependence approach, those subunits that obtain the most critical and hard-to-get resources acquire the most power because of the dependencies that are developed. According to the resource dependence approach, those subunits that obtain the most critical and hard-to-get resources acquire the most power because of the dependencies that are developed.

10. Strategic Contingencies Approach According to the strategic contingencies approach, a unit’s power is based on three things: The ability to cope with uncertainty. The ability to cope with uncertainty. Centrality in the flow of information and work between units. Units are more central if they have an immediate effect on the organization or an impact on most other units. Centrality in the flow of information and work between units. Units are more central if they have an immediate effect on the organization or an impact on most other units. Nonsubstitutability. The harder it is for another unit to perform the activities of this unit, the more power this unit has. Nonsubstitutability. The harder it is for another unit to perform the activities of this unit, the more power this unit has.

11. The Strategic Contingencies Model (Figure 9-2) Subunit Power Ability to Reduce Uncertainty Organizational Centrality Degree to Which Activities are Nonsubstitutable

12. Signs of Power Some signs of power include the abilities to: intercede favorably on behalf of someone in trouble intercede favorably on behalf of someone in trouble get a good placement for a subordinate get a good placement for a subordinate get approval for expenditures beyond the budget get approval for expenditures beyond the budget get above-average salary increases for subordinates get above-average salary increases for subordinates get items on the agenda at policy meetings get items on the agenda at policy meetings get fast access to top decision makers get fast access to top decision makers get regular, frequent access to top decision makers get regular, frequent access to top decision makers get early information about decisions and policy shifts get early information about decisions and policy shifts

13. Global Perspectives: Signs of Power in Japan Signs of power may vary from one nation to another. Signs of power may vary from one nation to another. For example, in Japanese organizations the appearance of equality is an important cultural value. For example, in Japanese organizations the appearance of equality is an important cultural value. Because of this, salary, rank, and office space may have little to do with power. Because of this, salary, rank, and office space may have little to do with power. Instead, power can be gauged by studying patterns of interaction. Instead, power can be gauged by studying patterns of interaction. Power flows from expertise, and those with power can be identified because others consult with them. Power flows from expertise, and those with power can be identified because others consult with them.

14. Social Influence Approaches Social influence is the use of power in social relationships. Social influence is the use of power in social relationships. People use a remarkable variety of tactics when attempting to influence others. People use a remarkable variety of tactics when attempting to influence others. Managers like to use participation, rational persuasion, and inspirational appeals to influence others. Managers like to use participation, rational persuasion, and inspirational appeals to influence others. Tactics such as use of pressure and formation of coalitions are less popular. Tactics such as use of pressure and formation of coalitions are less popular. Promising something in return for compliance is an influence tactic of last resort; it’s costly and may create expectations that there will always be rewards for compliance. Promising something in return for compliance is an influence tactic of last resort; it’s costly and may create expectations that there will always be rewards for compliance.

15. Social Influence Tactics (Figure 9-3)

16. Rational Persuasion One way to get what you want is to make a compelling, persuasive argument. One way to get what you want is to make a compelling, persuasive argument. Persuasive communicators are well liked and eloquent and have high credibility. Persuasive communicators are well liked and eloquent and have high credibility. They gain credibility by their apparent expertise and by giving the impression that their motives are honorable. They gain credibility by their apparent expertise and by giving the impression that their motives are honorable. Persuasive messages are clear and are moderately inconsistent with the message receiver’s attitudes; a message that is entirely consistent with the receiver’s attitudes makes no difference, while a message that is totally inconsistent is likely to be rejected out of hand. Persuasive messages are clear and are moderately inconsistent with the message receiver’s attitudes; a message that is entirely consistent with the receiver’s attitudes makes no difference, while a message that is totally inconsistent is likely to be rejected out of hand.

17. Liking and Ingratiation We’re more willing to do something for people we like. We’re more willing to do something for people we like. Liking may be based on such things as: Liking may be based on such things as: physical attractiveness physical attractiveness compliments and flattery compliments and flattery contact and cooperation contact and cooperation association with other positive things association with other positive things social similarity social similarity Because people like others who are similar to them, there may be resulting, unconscious bias against people who are different. Because people like others who are similar to them, there may be resulting, unconscious bias against people who are different.

18. Emotional Appeals Friendly emotions are a useful influence approach. Friendly emotions are a useful influence approach. Negative or unpleasant emotions can also be tools of social influence, especially when the person displaying the emotions has more power than the target of the influence. Negative or unpleasant emotions can also be tools of social influence, especially when the person displaying the emotions has more power than the target of the influence. Emotional contrast can be helpful; the presence of a nasty person makes a warm and friendly person seem even warmer and friendlier, and makes compliance with this person’s requests more likely. Emotional contrast can be helpful; the presence of a nasty person makes a warm and friendly person seem even warmer and friendlier, and makes compliance with this person’s requests more likely.

19. Social Proof Another way to get people to take some action is by convincing them that others are taking the same action; this is called social proof. Another way to get people to take some action is by convincing them that others are taking the same action; this is called social proof. The fact that others are doing something suggests that it is appropriate and socially acceptable. The fact that others are doing something suggests that it is appropriate and socially acceptable. Bartenders who salt tip jars with a few dollar bills at the beginning of the evening and producers of charity telethons who spend much of their time listing viewers who have already contributed are exploiting social proof. Bartenders who salt tip jars with a few dollar bills at the beginning of the evening and producers of charity telethons who spend much of their time listing viewers who have already contributed are exploiting social proof.

20. Choosing from Among Social Influence Approaches People prefer some influence approaches, such as participation, to others, such as promising something in return for compliance. People prefer some influence approaches, such as participation, to others, such as promising something in return for compliance. People also select influence approaches to fit the situation. People also select influence approaches to fit the situation. Individuals responding to authoritarian managers tend to use approaches such as blocking and ingratiation, while those responding to participative managers are more likely to rely on rational persuasion. Individuals responding to authoritarian managers tend to use approaches such as blocking and ingratiation, while those responding to participative managers are more likely to rely on rational persuasion. Employees also use different influence approaches with their superiors depending on the goals they are seeking. When they are trying to secure personal benefits they tend to use ingratiation, and when they are trying to secure organizational goals they use a broader array of influence tactics. Employees also use different influence approaches with their superiors depending on the goals they are seeking. When they are trying to secure personal benefits they tend to use ingratiation, and when they are trying to secure organizational goals they use a broader array of influence tactics.

21. Social Influence and Type of Involvement Compliance occurs when people do something because they don’t want to bear the costs of not doing it. Compliance occurs when people do something because they don’t want to bear the costs of not doing it. Identification results when influence flows from a person’s attractiveness. Identification results when influence flows from a person’s attractiveness. Internalization takes place when we do something because we believe it is “the right thing to do.” Internalization takes place when we do something because we believe it is “the right thing to do.”

22. Empowering Others To foster a creative and productive environment where employees are motivated to achieve exceptional performance, the organization’s culture needs to empower its employees. To foster a creative and productive environment where employees are motivated to achieve exceptional performance, the organization’s culture needs to empower its employees. Empowerment seeks to break the cycle of powerlessness in organizations by giving employees a real sense of control. Empowerment seeks to break the cycle of powerlessness in organizations by giving employees a real sense of control. Empowerment gives people in organizations the ability to get things done, often at levels of the hierarchy where the power can be most directly and effectively applied. Empowerment gives people in organizations the ability to get things done, often at levels of the hierarchy where the power can be most directly and effectively applied.

23. “I am the people -- the mob -- the crowd -- the mass. Do you know that all the great work of the world is done through me?” Carl Sandburg

24. Powerlessness Learned helplessness is a condition that results from the belief that one’s behaviors simply don’t make a difference. Learned helplessness results in feelings of powerlessness. Learned helplessness is a condition that results from the belief that one’s behaviors simply don’t make a difference. Learned helplessness results in feelings of powerlessness. Causes of powerlessness in organizations include: Causes of powerlessness in organizations include: rules won’t change rules won’t change bosses are set in their ways bosses are set in their ways things have always been done a certain way things have always been done a certain way the assembly line is relentless the assembly line is relentless

25. Some Consequences of Powerlessness Powerlessness Depression Burnout Susceptibility to Illness Academic Failure Lowered Self-Efficacy

26. Stages of the Empowerment Process (From Figure 9-4) Conditions Leading to Powerless- ness STAGE 1 Empowering Leadership Practices STAGE 2 Providing Self- Efficacy Information STAGE 3 Empowering Experience STAGE 4 Behavioral Outcomes STAGE 5

27. Some Conditions Leading to Powerlessness Organizational factors such as bureaucratic climate Organizational factors such as bureaucratic climate Autocratic supervision Autocratic supervision Rewards that aren’t tied to performance Rewards that aren’t tied to performance Routine, simplified jobs Routine, simplified jobs

28. Some Empowering Managerial Practices Let the people who work for you participate in decision making. They will gain a sense of control over their work lives and will be more enthusiastic about implementing decisions. Let the people who work for you participate in decision making. They will gain a sense of control over their work lives and will be more enthusiastic about implementing decisions. Offer control over work processes, such as the ability to stop the assembly line. Offer control over work processes, such as the ability to stop the assembly line. Tie rewards to performance. Employees naturally feel powerless when they see that their actions don’t directly influence things they care about. Tie rewards to performance. Employees naturally feel powerless when they see that their actions don’t directly influence things they care about. Express confidence, encouragement, and support. Celebrate “small wins” and provide assurance that obstacles can be overcome. Express confidence, encouragement, and support. Celebrate “small wins” and provide assurance that obstacles can be overcome.

29. Sources of Self-Efficacy Information Enactive attainment. People may gain self- efficacy through actual mastery of a task. Enactive attainment. People may gain self- efficacy through actual mastery of a task. Vicarious experience. People may gain self- efficacy by seeing that others who are similar can master a task. Vicarious experience. People may gain self- efficacy by seeing that others who are similar can master a task. Verbal persuasion. Employees may simply be convinced through words of encouragement and feedback that they can master tasks. Verbal persuasion. Employees may simply be convinced through words of encouragement and feedback that they can master tasks. Emotional arousal. Techniques that create emotional support or foster a supportive environment may reduce the emotional arousal that lowers self-efficacy. Emotional arousal. Techniques that create emotional support or foster a supportive environment may reduce the emotional arousal that lowers self-efficacy.

30. Focus on Management: An Empowering Culture at Saturn Corp.  Saturn employees at plants in Spring Hill, Tennessee and Wilmington, Delaware don’t punch time clocks.  Labor and management (all called team members) share the same cafeteria.  The union gave up rigid work rules, and GM (Saturn’s parent corporation) abandoned most of its rigid hierarchy.  Saturn employees were grouped into small teams and given responsibility for everything from covering absent members to major production decisions.  A special team, called Saturn Consulting Services, is available to provide consulting and training expertise to organizations wanting to learn from the Saturn experience.

31. Focus on Management: Empowerment at Federal Express  The goal of Fred Smith, chairman and president of Federal Express, was to create a “power environment.” He calls empowerment “the most important element in managing an organization.”  To create a power environment, Fed Ex has a philosophy that fosters respect for human dignity, ingenuity, and potential.  Fed Ex has a job-secure environment in which people aren’t afraid to take risks, jobs have been redesigned to increase employee power, and there are many opportunities for promotion from within.  The company also has many programs and processes designed to empower employees. These include an annual employee attitude survey followed by an action phase to deal with concerns, as well as a process for resolving grievances, an awards program, and others.

32. The Bottom Line: Empowering Employees Assess the Current Job Responsibilities of Employees Assess the Current Job Responsibilities of Employees Meet with Employees and Educate Them About the Meaning and Objectives of Empowerment Meet with Employees and Educate Them About the Meaning and Objectives of Empowerment Involve Employees in Identifying Ways to Enhance Their Levels of Authority and Responsibility Involve Employees in Identifying Ways to Enhance Their Levels of Authority and Responsibility Formalize the Boundaries of Employees’ Authority Formalize the Boundaries of Employees’ Authority Provide General Guidelines to Help Employees Use Their Authority Effectively Provide General Guidelines to Help Employees Use Their Authority Effectively Provide Managerial Guidance and Support to Help Employees to Be Successful Provide Managerial Guidance and Support to Help Employees to Be Successful Create an Organizational Culture That Supports Employee Empowerment as a Core Value Create an Organizational Culture That Supports Employee Empowerment as a Core Value

33. Organizational Politics Organizational politics refer to activities that people perform to acquire, enhance, and use power and other resources to obtain their preferred outcomes in a situation where there is uncertainty or disagreement. Organizational politics refer to activities that people perform to acquire, enhance, and use power and other resources to obtain their preferred outcomes in a situation where there is uncertainty or disagreement. Since the focus is on people’s preferred outcomes rather than those of the organization, organizational politics may or may not involve activities that are contrary to the best interests of the organization. Since the focus is on people’s preferred outcomes rather than those of the organization, organizational politics may or may not involve activities that are contrary to the best interests of the organization.

34. Politics and Labeling

35. Manager’s Feelings About Workplace Politics (Figure 9-5) Statement The experience of workplace politics is common in most organizations. The experience of workplace politics is common in most organizations. Successful executives must be good politicians. Successful executives must be good politicians. The higher you go in organizations, the more political the climate becomes. The higher you go in organizations, the more political the climate becomes. Powerful executives don’t act politically. Powerful executives don’t act politically. You have to be political to get ahead in organizations. You have to be political to get ahead in organizations. Top management should try to get rid of politics in organizations. Top management should try to get rid of politics in organizations. Politics helps organizations function effectively. Politics helps organizations function effectively. Organizations free of politics are happier than those where there is a lot of politics. Organizations free of politics are happier than those where there is a lot of politics. Politics in organizations is detrimental to efficiency. Politics in organizations is detrimental to efficiency. % Agreeing 93.2 93.2 89.0 89.0 76.2 76.2 15.7 15.7 69.8 69.8 48.6 48.6 42.1 42.1 59.1 59.1 55.1 55.1

36. Some Determinants of Organizational Politics (Figure 9-6) Organizational Politics Machiavellianism Self-Monitoring Need for Power Individual Values Individual Determinants Organizational Values Ambiguity Counternorms Competition Level in Organization Organizational Determinants

37. Individual Determinants: Machiavellianism Since Machiavellians believe that ends justify means and they should always “look out for number one,” it’s not surprising that they are highly political. Since Machiavellians believe that ends justify means and they should always “look out for number one,” it’s not surprising that they are highly political. Al Neuharth, founder of USA Today and author of Confessions of an SOB, has argued that that CEOs commonly employ Machiavellian behavior and that “Being Machiavellian, as a general offense, is not all bad.” Al Neuharth, founder of USA Today and author of Confessions of an SOB, has argued that that CEOs commonly employ Machiavellian behavior and that “Being Machiavellian, as a general offense, is not all bad.” Machiavellians see political behavior as pragmatic and appropriate. Machiavellians see political behavior as pragmatic and appropriate. Machiavellianism has been related to the decision to offer kickbacks and lower scores on ethical orientation. Machiavellianism has been related to the decision to offer kickbacks and lower scores on ethical orientation. Al Neuharth

38. Individual Determinants: Self-Monitoring Recall that high self-monitors are chameleon-like, adjusting their behaviors in ways to induce positive reactions from others. Recall that high self-monitors are chameleon-like, adjusting their behaviors in ways to induce positive reactions from others. High self-monitors have been shown to be more apt than low self-monitors to engage in manipulation and filtering of information that they transmit upward to create a favorable impression. High self-monitors have been shown to be more apt than low self-monitors to engage in manipulation and filtering of information that they transmit upward to create a favorable impression.

39. Individual Determinants: Need for Power Need for power is the desire to control other persons, to influence their behavior, and to be responsible for them. Need for power is the desire to control other persons, to influence their behavior, and to be responsible for them. Personalized power seekers try to dominate others for the sake of dominating, and derive satisfaction from conquering others. Personalized power seekers try to dominate others for the sake of dominating, and derive satisfaction from conquering others. Socialized power seekers satisfy their power needs in ways that help the organization. They may show concern for group goals, find goals to motivate others, and work with a group to develop and achieve goals. Socialized power seekers satisfy their power needs in ways that help the organization. They may show concern for group goals, find goals to motivate others, and work with a group to develop and achieve goals. We would expect more political behavior from personalized power seekers than from socialized power seekers. We would expect more political behavior from personalized power seekers than from socialized power seekers.

40. Organizational Determinants: Organizational Values Bottom-line mentality. Sees financial success as the only value to be considered; rules of morality are simply obstacles on the way to the bottom line. Bottom-line mentality. Sees financial success as the only value to be considered; rules of morality are simply obstacles on the way to the bottom line. Exploitative mentality. A selfish perspective that encourages using people to benefit one’s own immediate interests. Exploitative mentality. A selfish perspective that encourages using people to benefit one’s own immediate interests. Madison Avenue mentality. Says, “It’s right if I can convince you that it’s right.” Focuses on making others believe our actions are moral. Madison Avenue mentality. Says, “It’s right if I can convince you that it’s right.” Focuses on making others believe our actions are moral.

41. Organizational Determinants: Norms and Counternorms (Figure 9-7) Norms Openness, honesty, candor Openness, honesty, candor Follow the rules Follow the rules Be cost-effective Be cost-effective Take responsibility Take responsibility “All for one and one for all” “All for one and one for all” Maintain an appearance of consensus; support the team Maintain an appearance of consensus; support the team Take timely action Take timely actionCounternorms Secrecy and lying; “play your cards close to your chest” Secrecy and lying; “play your cards close to your chest” Break the rules to get the job done. Break the rules to get the job done. “Spend it or burn it” “Spend it or burn it” Avoid responsibility; “pass the buck” Avoid responsibility; “pass the buck” Achieve your goals at the expense of others Achieve your goals at the expense of others Maintain high visibility; “grandstanding” Maintain high visibility; “grandstanding” “Never do today what you can put off until tomorrow” “Never do today what you can put off until tomorrow”

42. Pfeffer’s Political Strategies EFFECTIVE POLITICS MAKE POWER UNOBTRUSIVE BUILD A BASE OF SUPPORT BUILD LEGITIMACY

43. Pfeffer’s Political Tactics Selectively use objective criteria Selectively use objective criteria Use outside experts Use outside experts they have expertise they have expertise they appear to be objective they appear to be objective they are expensive they are expensive Control the agenda Control the agenda keep items off the agenda that you don’t want discussed keep items off the agenda that you don’t want discussed place items on the agenda in ways to get desired amount of discussion place items on the agenda in ways to get desired amount of discussion place a weak “dummy” proposal on the agenda before a key proposal you want to be approved place a weak “dummy” proposal on the agenda before a key proposal you want to be approved

44. Pfeffer’s Political Tactics (Continued) Form coalitions Form coalitions external coalitions external coalitions these bring in new resources these bring in new resources they may cause resentment they may cause resentment internal coalitions internal coalitions these may seem less overtly political than external coalitions these may seem less overtly political than external coalitions one form of internal coalition is coalition through promotions one form of internal coalition is coalition through promotions Coopt dissenters Coopt dissenters Use committees Use committees

45. Questioning the Tactics Sample questions to challenge the tactics might include: Why were these criteria specified in the posting of job requirements? Why were these criteria specified in the posting of job requirements? Who selected the outside consultant who was brought in to make recommendations regarding changes in the reward system? Who selected the outside consultant who was brought in to make recommendations regarding changes in the reward system? Why wasn’t a discussion of the proposed job redesign program on the agenda? Why wasn’t a discussion of the proposed job redesign program on the agenda? Is this committee to which I’ve been appointed for real or is the decision it’s making a “done deal”? Is this committee to which I’ve been appointed for real or is the decision it’s making a “done deal”?

46. Defensive Behaviors (From Figure 9-8) Defensive Behaviors to Avoid Action overconforming overconforming passing the buck passing the buck playing dumb playing dumb depersonalization depersonalization stretching and smoothing stretching and smoothing stalling stalling

47. Defensive Behaviors (Continued) (From Figure 9-8) Defensive Behaviors to Avoid Blame buffing buffing playing safe playing safe justifying justifying scapegoating scapegoating misrepresenting misrepresenting escalation of commitment escalation of commitment Defensive Behaviors to Avoid Change Defensive Behaviors to Avoid Change resisting change resisting change protecting turf protecting turf

48. Impression Management Impression management is behavior that people direct toward others to create and maintain desired perceptions of themselves. Impression management is behavior that people direct toward others to create and maintain desired perceptions of themselves. The most prominent type of impression management behavior is self-presentation, which involves the manipulation of information about oneself. The most prominent type of impression management behavior is self-presentation, which involves the manipulation of information about oneself. Self-presentation can be verbal or nonverbal or involve display of artifacts. Self-presentation can be verbal or nonverbal or involve display of artifacts. There are at least eight types of verbal self- presentations. There are at least eight types of verbal self- presentations.

49. Verbal Self-Presentational Behaviors (Figure 9-9 ) Verbal Self- Presentation Self- Descriptions Organization Descriptions Opinion Conformity Accounts Apologies Acclaiming Other Enhancement Rendering Favors

50. Political Games (From Figure 9-10) Henry Mintzberg has suggested that organizational politics is a “collection of goings on, a set of ‘games’ taking place … a kind of three ring circus.” Henry Mintzberg has suggested that organizational politics is a “collection of goings on, a set of ‘games’ taking place … a kind of three ring circus.” He identified four types of games: He identified four types of games: Authority Games Authority Games Power Base Games Power Base Games Rivalry Games Rivalry Games Change Games Change Games

51. Asking Whether a Political Act is Ethical (Figure 9-11) Utility: Does the Act Optimize the Satisfaction of All Constituencies? Right: Does the Act Respect the Rights of the Individuals Involved? YES Political Act is Unethical NO YES Justice: Is the Act Consistent with the Canons of Justice? NO YES Political Act is Ethical NO

52. Potential Benefits of Political Activity Political activity may: act in a Darwinian way to ensure that the strongest members of an organization are brought into positions of leadership. act in a Darwinian way to ensure that the strongest members of an organization are brought into positions of leadership. ensure that all sides of an issue are fully debated. ensure that all sides of an issue are fully debated. stimulate necessary change that is blocked by those currently in power. stimulate necessary change that is blocked by those currently in power. ease the path for the execution of decisions. ease the path for the execution of decisions.

53. Guidelines for Minimizing Political Activity Don’t close your eyes to politics. Don’t close your eyes to politics. Challenge political behaviors. Challenge political behaviors. Reduce ambiguity. Reduce ambiguity. Make things visible. Make things visible. Walk the talk. Walk the talk. Recognize that others may interpret your behaviors as political, even if you really weren’t being political. Recognize that others may interpret your behaviors as political, even if you really weren’t being political. Reduce your own and others’ vulnerability to political behaviors. Reduce your own and others’ vulnerability to political behaviors.

54. The Bottom Line: Managing Organizational Politics Effectively Learn the Culture and the “Rules of the Game” for Success in the Organization Learn the Culture and the “Rules of the Game” for Success in the Organization Establish Cred- ibility and an Overall Positive Impression in the Eyes of Others in the Organization Establish Cred- ibility and an Overall Positive Impression in the Eyes of Others in the Organization Build a Base of Support by Networking, Forming Alliances, etc., with Key Players Build a Base of Support by Networking, Forming Alliances, etc., with Key Players Create and Implement Formal and Clear Policies, Procedures, etc., to Reduce Ambiguity Create and Implement Formal and Clear Policies, Procedures, etc., to Reduce Ambiguity Be Open and Visible with Employees When Dealing with Key Issues that Affect Them Be Open and Visible with Employees When Dealing with Key Issues that Affect Them Act in Ways Consistent with What is Verbally Communicated to Employees (Walk the Talk) Act in Ways Consistent with What is Verbally Communicated to Employees (Walk the Talk) Use Defensive Behaviors as Protection Against Dirty Political Players in the Organization Use Defensive Behaviors as Protection Against Dirty Political Players in the Organization