Both employees and employers often fall foul of office politics. Studies have shown that some managers consider micro-political behaviour in the workplace a justifiable means of safeguarding much-needed resources
by Craig Donaldson
Both employees and employers often fall foul of office politics. Studies have shown that some managers consider micro-political behaviour in the workplace a justifiable means of safeguarding much-needed resources. Indeed, many managers believe that office politics is a fact of life, or even a natural part of human behaviour.
Bollocks. Office politics is a part of dysfunctional human behaviour centred in self-interest – an entirely unattractive personality trait. When it raises its ugly head in the workplace, studies have shown that office politics can reduce organisational productivity, create a lack of trust, negatively affect morale and increase internal conflict – often leading to merit going unrewarded and consequently a loss of valuable talent.
Sadly, the majority of managers learn political behaviour by observing others, using their instincts and through bitter experience. As managers work their way up in an organisation, they’re subject to the office politics of the executives and senior managers. So begins a vicious cycle – and a cancer of organisational culture.
But it need not be this way. As our story on page four reads, office politics can also be a positive force in the workplace. The story points out that the distinction between good politics and bad is the intention behind the behaviour.
In order to be an astute positive office politician, individuals need self-awareness, strategic and political awareness, honesty, integrity, judgment, relationship-building skills, mental and emotional dexterity, analytical skills, and importantly, a willingness to act and an ability to read the power structures.
There are also many beneficial outcomes of positive office politics, such as the ability to unblock barriers to change, produce greater organisational cohesion and create greater buy-in to key projects.
However, constructive politics doesn’t happen by chance, as the researchers found out. As well as principled leadership, cultural factors such as a congruence between corporate values and management practice, an environment in which ethical and honest behaviour is rewarded and self-serving political behaviour is penalised, must be in place if constructive politics is to thrive.
These may seem like radical factors to the ranks of management entrenched in the quagmire of office politics, but the harsh reality in the already worsening skills shortage is that office politics is a big deterrent to any employee, let alone talented candidates.
