Who's got the power? Organisation Politics

Organisation politics often gets bad press, but it is an inevitable feature of organisational life. This is because an organisation comprises different individuals with different interests and scarce corporate resources, and an organisation's goals and decisions are made by negotiating competing interests. The question is not whether an organisation will have politics but what type of politics will it have?  
We cannot talk about politics without talking about power. There are many misconceptions about power, but we need to realise that power is how competing interests articulate their preference and mobilise to get what they want. With this understanding of power, we should all realise that we all have power and can choose how we exercise our power. Sources of power include:  

• Position power (authority)- often associated with title and where you are in the hierarchy   
• Control of rewards- similar to the type of power above, can reside in line managers. They can recommend you for promotion or assign you an exciting project  
• Coercive power- can be found in unions. They can use their power to work out or walk out of a negotiation.   
• Information and expertise- those with the know-how for a particular problem. Subject matter expert, e.g., HR professional, solicitor, software engineer, etc.  
• Reputation- reputational power builds on expertise, people in your organisation who are known for their particular skills.  
• Alliance and networks- your allies and networks in the organisation  
• Access and control of agendas- the varying interests at the table, for example, a committee or interest group or a leadership team group.  
• Framing- those who can shape the meaning of an intervention. For example, the lens a group of people view a restructuring exercise.  
• Personal power- people with particular characteristics, e.g. charisma, energy, vision, communication, or any other unique skill that stands you out.   

Against the backdrop of organisation politics arising from the bargaining of competing interests, how can you navigate the power dynamics that this creates as an individual?  

• Realise that those above you don't have all the power. They must also vie with other forms of power to have leverage, so develop your own power base ethically. Determine the type of politics that you want to see around you.   
• Audit your source of power and assess whether you can grow in the areas that need developing. For example, do you need to improve your relationship building or join an interest group in the organisation that fosters staff engagement or become a subject matter expert?  
• When conflict inevitably occurs, negotiate and respect competing interests. Remember that conflict arises only from diversity, which can stimulate creativity and innovation when harnessed.   

Organisations are composed of a group of individuals with continuing differences who live in a world of scarcity vying for finite organisation resources. So far, power is used wisely, and organisational politics can be used constructively. What is your power base, and how do you use it? 
 

---