MMOIA

By Helen Harrison

Company politics are in all organisations. It’s just in some organisations it has a greater detrimental effect on individuals and performance than in others.

Company politics can be costly and challenging, sapping energy of individuals, teams and the organisation as a whole.

It can also constitute opportunity and competitive advantage. Everything that that occurs in the shadows is not bad or costly. For instance, bending the rules can serve the business.

And for some people company politics is exciting! Whether you agree with this or not, what is certain is that it is definitely of benefit if you understand it.

What is company politics? Or the shadow side?

What comes to my mind is that it includes the unidentified, covert, undiscussed, unmanaged and undiscussable things that influence the organisation. Such activities and arrangements can substantially affect not only productivity but also quality of work life. This can include positive arrangements. For instance, when a person has a line manager whose management style does not suit that person and s/he finds another person to manage/mentor him/her on an informal basis to everyone’s advantage.

Company politics includes:

informal and formal organisational culture – assumptions, beliefs, values and norms

personal styles and behaviours of individuals

informal and formal organisational social systems – in-groups, out-groups, cliques, warring factions, departments, functions, etc

the use of formal and informal power – self-interest or positive, organisation-enhancing

individuals hiding their perceived failings and others trying to find them out

And what can you do about it all? Whatever role you have you will benefit from knowing about the specific shape of company politics within the organisation that you are working.

Here are some ideas that you may find of help (for starters!):

put your antennae out to notice what is not being said/discussed

be inquisitive/curious and explore sensitively

reflect on what assumptions you and others might be making and check them

notice if you are inadvertently condoning so-called minor breaches

become sensitive to the idea of unwritten rules (e.g it is OK to come late to meetings) and explore possible consequences – some maybe positive

model the behaviour you want others to display e.g. if you want to encourage new perspectives you could give another perspective to an opinion that you have put forward then ask others for more perspectives on your initial opinion

if you would rather not know, consider what reasons might be behind that response. For instance, it may relate to your belief that you won’t be able to handle it even if you do know – and yet there is usually more than one way to deal with things

notice when you feel uncomfortable about discussing an issue - or when others feel this way

If you’re anything like me, you’ll find it easier to practise these one-by-one until they become part of your way of working!

For coaches and trainers, check out Helen Harrison’s website http://www.CoachingCards.co.uk to find out about her recently created VALUE cards – what results can be achieved, what the cards look like and their key features.
For others, check out Helen’s main website: http://www.MonkswoodAssociates.co.uk.
Tel: +44 (0)1453.835263

Helen enjoys working with coaches who want to develop more ways of working with clients with people issues.

Helen also enjoys working directly with people who want to improve how they relate with others – and still be true to themselves

©2009 Helen Harrison. All Rights Reserved Worldwide. Reprint Rights: you may reprint this article as long as you leave the article as it stands, including all the links active, give author name credit and follow all of the EzineArticles terms of service for Publishers.