Issues: Organization Politics

Issues included in this blog come from managers seeking Dan's advice. It's our policy to limit editing of issues, except to clarify or eliminate redundancy. Dan's response will always follow the issue, and we encourage your comments as well.

The issue: "I don't like organizational politics. I've always believed that the most appropriate candidate should get the position, and the best idea should always be implemented. Yet company politics often favor the 'chosen ones' and their ideas. This shows favoritism, supports hidden agendas, and undermines company integrity. I strongly disagree with this and find ways to meet with those above my position to ask them to assist me in understanding their reasons for whatever the political decision was. I feel that by taking the time out of my day to 'vent' or ask for clarification allows me to better deal with the issues. But I'm beginning to sense that perhaps I should exercise a bit more restraint with my comments about things I cannot change."

Dan's Response: Many people do not like politics, but politics are a reality in virtually every organization. Failing to understand these realities and the powerful processes that underlie them would be a tragic mistake. Choosing to discuss situations when you don't understand or disagree can be a good thing as long as you confine it to your boss and senior managers. But choose your battles wisely. Senior managers usually do not appreciate having to defend every decision with an inquisitive subordinate.

You also need to be very sure that your unhappiness with politics does not show through to (or worse, rub off on) your subordinates or your peer group. Overt outward dissension with the decisions of your boss or other higher level managers can be harmful to your career.

If you have a trusted peer who understands and appreciates the reality of organizational politics, and that peer will maintain your confidence and agree to mentor you, you might use that peer to help you in dealing with these types of issues.

Copyright © 2009 Daniel W. Pelley
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