Organisational Politics: Political Strategies and Tactics

Organisational politics refers to the complex dynamics and interactions that occur within an organisation as individuals and groups navigate power, influence, and personal interests. It involves the informal and formal strategies, behaviours, and activities employed to advance personal agendas or gain advantages. Organisational politics encompasses various actions like forming alliances, networking, and strategic behaviours, all influenced by factors such as individual motivations, conflicting goals, and organisational culture. While it can be perceived negatively due to its potential for conflicts and hindered decision-making, there are positive aspects too. Functional political behaviours, such as strategic influence and negotiation, can align interests with organisational goals and contribute to effective outcomes. Individuals and leaders must understand and navigate organisational politics to foster a positive work environment, build alliances, and influence outcomes that benefit both individuals and the organisation as a whole.

Political Strategies and Tactics

Scholars in the field of management, including Robert Miles, Andrew DuBrin, and R. W. Allen, have dedicated their research to examining the political strategies employed by managers within organisations. These strategies can be situational, and it is important to evaluate their efficacy and ethical implications. Here, we present a critical appraisal of the various political strategies and tactics commonly used by organisational members to safeguard and advance their interests:

1. Building Alliances: Forming connections with influential individuals and establishing strong alliances to bolster support.
2. Garnering Positive Attention: Demonstrating exceptional performance on important projects or tasks to attract favourable recognition from key stakeholders.
3. Sponsor-Protege Relationships: Creating mentorship bonds to gain guidance and support in navigating organizational dynamics.
4. Reciprocity: Engaging in acts of reciprocity, with the implicit understanding that others will reciprocate in the future.
5. Power Coalitions: Developing strategic partnerships and coalitions to amplify collective influence and achieve shared objectives.
6. Influencing the Undecided: Convincing undecided individuals to commit and align with one’s objectives.
7. Trade-Offs: Employ strategic trade-offs to negotiate favourable outcomes and maximize personal interests.
8. Divide and Conquer: Utilizing tactics that exploit divisions and conflicts among different groups to maintain control.
9. Information Control: Exerting control over the generation and dissemination of information to shape narratives and maintain an advantageous position.
10. Displaying Confidence: Projecting confidence and competence to inspire trust and credibility among colleagues.
11. Cautious Counsel: Seeking advice and input from others while remaining mindful of potential biases and hidden agendas.
12. Personal Branding: Cultivating a strong personal stature and enhancing professional image to garner influence and recognition.
13. Expertise Development: Acquiring specialized knowledge and skills to establish authority and gain credibility.
14. Selective Engagement: Withdrawing from petty disputes and focusing efforts on significant matters that drive progress.
15. Data Utilization: Leveraging data and evidence to support and substantiate one’s viewpoints and proposals.
16. Crisis Management: Seizing opportunities presented by crises to promote change and advance personal interests.
17. Centralization of Activities: Positioning oneself as a central and indispensable figure within the organisation to enhance influence and control.
18. Building Cooperation and Trust: Cultivating positive relationships and gaining support for ideas through collaboration and trust-building efforts.
19. Conflict Avoidance: Incremental Change: Implementing changes gradually, one step at a time, rather than pursuing sweeping transformations.
20. Deflection and Blame: Shifting blame or attributing shortcomings to others when advantageous or necessary.
21. Ingratiation: Employing tactics like praising others to foster goodwill and maintain positive relationships.

How to Manage Organisational Politics?

To promote a healthy and productive work environment while minimizing the negative impacts of organisational politics, management can adopt the following strategies:

1. Clearly Define Roles and Authority: Establish well-defined job descriptions, rules, and procedures that outline the roles and authority of each organisational member. This promotes transparency and fairness, reducing the likelihood of favouritism or nepotism.
2. Discourage Unethical Behavior: Create a culture that actively discourages unethical conduct. Make it clear that engaging in such behaviour will not be tolerated and will result in appropriate consequences.
3. Foster Accountability: Hold individuals accountable for their actions and decisions. Encourage a sense of personal responsibility and discourage the tendency to shift blame onto others. This cultivates a culture of ownership and promotes responsible decision-making.
4. Establish Objective Performance Measures: Set clear and objective performance targets and align rewards accordingly. This ensures that employees are motivated to engage in behaviours that contribute positively to the organisation’s goals and discourage behaviours that hinder productivity or create dysfunction.
5. Cultivate a Positive Organisational Climate: Create an inclusive and supportive environment where open communication, collaboration, and constructive feedback are valued. Encourage teamwork and discourage negative political behaviours that can undermine trust and collaboration among team members.