Mastering Organizational Power and Politics GVFHRA September 18, 2007 John Eldred Chief Spiritual Officer Transition One Associates transitiononeassociates. com
Mastering Organizational Power and Politics Diagnostic Turn to the person on your left and complete the following sentence: "The biggest political mistake I ever made was… …………………………………………”
MASTERING ORGANIZATIONAL POWER AND POLITICS MY BIGGEST POLITICAL MISTAKE………. . IN CASE YOU HAD A HARD TIME WITH THIS, HERE ARE SOME SAMPLES: 1. CRITICIZING MY BOSS 2. “ “ “ IN PUBLIC 3. “ “ “ IN PRIVATE 4. NOT CRITICIZING MY BOSS (BEFORE HE GOT FIRED) 5. BELIEVING THE NEW VISION STATEMENT 6. ACTING ON THE NEW VISION STATEMENT 7. NOT KEEPING MY RESUME UPDATED 8. TRUSTING THE CORPORATE MESSAGE, INSTEAD OF MY GUT 9. NOT HAVING A PLAN 10. NOT PAYING ATTENTION TO POLITICS
Mastering Organizational Power and Politics QUIZ: HOW OFTERN DO YOU DISCUSS ORGANIZATIONAL POLITICS IN YOUR ROLE, GROUP, ORG. ? 1. HOURLY 2. DAILY 3. WEEKLY 4. MONTHLY 5. YEARLY 6. NEVER
SKILLS OF POSITIVE POLITICS* 1. DO SOMETHING WELL, GET RECOGNIZED AS AN ACHIEVER 2. FORM ALLIANCES AND SERVICE THEM REGULARLY 3. GET VISIBILITY 4. GET CREDIT FOR YOUR ACHIEVEMENTS 5. RELIEVE PAIN WHEN POSSIBLE 6. CONTRIBUTE TO THE BIG PICTURE 7. KEEP DEVELOPING YOURSELF 8. HAVE A PLAN FOR YOUR PROGRESS IN THE ORGANIZATION 9. HAVE OPTIONS TO YOUR CURRENT JOB-ESPECIALLY IN GOOD TIMES 10. KNOW WHEN TO LEAVE ALBRECHT, KARL. SOCIAL INTELLIGENCE, THE NEW SCIENCE OF SUCCESS 2006, JOSSEY-BASS, p. 209.
Mastering Organizational Power and Politics It is a sin to believe evil of others, but it is seldom a mistake. H. L. Mencken
Mastering Organizational Power and Politics LESSONS FROM 1600 INTERVIEWS OF SENIOR MANAGERS: 1. POWER IS WHAT YOU USE WHEN YOUR INFLUENCE 2. 3. 4. 5. 6. 7. 8. 9. RUNS OUT! POLITICS IS OFTEN DISGUISED AS CULTURE. ALL SENIOR EXECUTIVES ARE ADEPT AT POLITICS, BECAUSE… LEADERSHIP IS THE EFFECTIVE USE OF POWER. POLITICS PERSISTS BECAUSE OPEN CONFLICT IS TOO DANGEROUS. A POLITICAL STRATEGY IS FUNDAMENTAL. TECHNICIANS ARE THOSE WHO BELIEVE POLITICS IS BAD. POLITICS IS LEARNABLE, BUT NOT TEACHABLE! EVERYONE WISHES THEY HAD LEARNED POLITICS
Mastering Organizational Power and Politics To be alive is to undo your belt and look for trouble. Zorba the Greek
STAGES OF POLITICAL MATURITY© • Mastery: Politics as an Art • Systemic Application: Politics as a Strategy • Selective Application: Politics as a Tool • Selective avoidance: Politics as a Threat • Bewildered passivity: Politics as a Toxin ©John Eldred, Transition One Associates, 1991
Mastering Organizational Power and Politics Why is that when you win on an issue, you call it leadership, but when you lose you call it politics! John Eldred
MASTERING ORGANIZATIONAL POWER AND POLITICS EXERCISE ON COGNITION
MASTERING ORGANIZATION POWER AND POLITICS ORGANIZATION COGNITION* 1. POINT THINKING 2. LINEAR THINKING 3. ANGULAR THINKING 4. TRIANGULAR THINKING * R. KEIDEL, Seeing Organizational Patterns, Berrett-Koehler, 1995.
MASTERING ORGANIZATIONAL POWER AND POLITICS POLITICAL DILEMMAS OF THE HUMAN RESOURCES LEADER 1. IMAGE 2. VALUE 3. ROLE 4. PARTNERSHIP 5. ETHICS 6. STRATEGIC RELEVANCE WHAT IS THE FIRST THING THAT COMES TO MIND?
MASTERING ORGANIZATIONAL POWER AND POLITICS POLITICAL DILEMMAS OF THE HUMAN RESOURCES LEADER 1. IMAGE CARETAKER 2. VALUE COST CONTAINER VS. ASSET RETAINER 3. ROLE STAFF VS. PLANNER 4. PARTNERSHIP CONFIDANT VS. HOUSE ORGAN 5. ETHICS DEFENDER VS. ETHICIST 6. STRATEGIC RELEVANCE REACTIVE ANALYST VS. EXECUTIVE VS. PROACTIVE ARCHITECT
Mastering Organizational Power and Politics As each challenge arises, if you consider everything that could go wrong, you would never act. Herodotus
Mastering Organizational Power and Politics Nothing is stable in human affairs, so avoid excess joy in prosperity or excess despair in adversity. Socrates
Mastering Organizational Power and Politics He makes no friend who never made a foe. Alfred, Lord Tennyson
Mastering Organizational Power and Politics Why is that when you win on an issue, you call it leadership, but when you lose you call it politics! John Eldred
Mastering Organizational Power and Politics is the calculus of power. John Eldred
Mastering Organizational Power and Politics Power is what you use when your influence runs out!
Mastering Organizational Power and Politics Every man is guilty of the good he didn’t do. Voltaire
Mastering Organizational Power and Politics There is advantage in the wisdom won from pain. Euripides
MASTERING ORGANIZATIONAL POWER AND POLITICS CREATING POSITIVE POLITICS PRACTICES FOR DEVELOPING A HEALTHY ORGANIZATION INTRAPERSONAL* INTERPERSONAL ORGANIZATIONAL 1. ALTRUISM 1. SUPPORT, MENTORING 1. COMMUNITY SERVICE 2. ANTICIPATION 2. ROLE PLAYING 2. PLANNING, COACHING 3. HUMOR 3. STORY TELLING 3. CORPORATE ROASTS 4. SUBLIMATIO PARTICIPATION 4. PROTOCOLS 4. STRATEGIC 5. SUPPRESSION 5. MEDIATION, NEGOTIATION 5. OMBUDSMAN, OPEN DOOR POLICIES, ATTITUDE SURVEYS © 1997, John Eldred, Transition One Associates, 30 Ridings Way, Ambler, PA. USA, 19002 -5241, 215 -641 -9431, Fax 215628 -8603, *See George Vaillant, Adaptation To Life, Little. Brown, 1977
POWER AND POLITICAL STRATEGIES NOTES FOR A PRINCIPLED POLITICAN
POWER AND POLITICAL STRATEGIES BEYOND THE HEROIC MANAGER “CREATIVE SOLUTIONS TO DIFFICULT POLITICAL PROBLEMS RARELY SPRING FULL-BLOWN INTO MANAGER’S HEADS” (P. 172) CORE VALUES OF QUIET LEADERS* 1. RESTRAINT 2. MODESTY 3. TENACITY BADARACCO, J. LEADING QUIETLY, 2002, HARVARD.
POWER AND POLITICAL STRATEGIES A STRATEGY IS A SET OF ACTIONS THAT WILL BOTH ACTIVATE YOUR POWER BASE AND ALIGN YOUR GOALS
POWER STRATEGIES MODEL © HIGH NEGOTIATION COOPERATION DOMINATION INFLUENCE POWER BALANCE LOW HIGH GOAL CONFLUENCE ©John Eldred, Transition One Associates, 1989
THE LEADER’S ROLE IN ENERGY MANAGEMENT FROM TO 1. CONTROLLING EVENTS ORCHESTRATING ALIGNMENT 2. ENSURING CONFORMANCE ENSURING ACTIVATION 3. RESOURCE ALLOCATION RESOURCE MOBILIZATION 4. FOCUS ON PROBLEMS FOCUS ON LEARNINGS 5. REENGINEERING SYNCHRONICITY 6. CONTAINING ANXIETY CHANNELING ANXIETY 7. REDUCTION OF UNCERTAINTY INTEGRATION OF UNCERTAINTY 8. PLANNING AS CONTROL PLANNING AS ORGANIZED LEARNING REFERENCE: John Eldred, 1992, adopted from John Ingalls, Human Energy Learning Concepts, 1979
MASTERING ORGANIZATIONAL POLITICS AND POWER NOT THE END!
Скачать презентацию Mastering Organizational Power and Politics GVFHRA September 18
784aa1315c149441be9709a5209b79dd.ppt