WHEN PLAYING politics, senior managers should think of the organisation as well as themselves, according to recent research from overseas
WHEN PLAYING politics, senior managers should think of the organisation as well as themselves, according to recent research from overseas.
Conducted by Roffey Park, a charitable trust that provides executive education services in the UK, the research found that the distinction between constructive and destructive politics is not so much the games played or the strategies deployed, but the intention behind them.
“Politics is a fact of life in organisations. People will deploy political skills and use their power and influence to enhance or protect their interests,” said Linda Holbeche, Roffey Park’s director of research and strategy.
“However, constructive protagonists use politics to achieve a beneficial outcome for others as well as themselves. These people certainly exist in organisations but we’re more likely to know them as effective strategists, skilful influencers or even powerful leaders.”
The research, which took in 856 managers and HR professionals, found that 32 per cent of managers believe it simply isn’t possible to use office politics constructively because human nature is so appallingly selfish that people will always guard their turf and abuse their role power.
On the other hand, 58 per cent claim they’ve experienced the constructive use of office politics, while 61 per cent have personally engaged in political behaviour, which resulted in a positive outcome for their organisation.
“Whether or not politics is used constructively in an organisation is largely dependent on the example set by senior managers,” said Holbeche.
“They set the political tone since they have the ability to reward or sanction behaviour in others lower down the hierarchy. If they are to be effective role models, they must take this responsibility seriously.”
Constructive political behaviour is described as establishing effective relationships, understanding individual agendas, creating win-win situations, acting in a principled way, building strong support for constructive ideas, building a personal reputation, treating everyone fairly and influencing others rather than directly using power.
“The organisational challenge is to create a culture which encourages the use of constructive political behaviour rather than the more negative, self-serving type,” said Holbeche. “For this to work, each individual’s agenda must be aligned to the organisational goals.”
