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The Political Lens The Political Lens C J VIGNESH C J VIGNESH PSG PSG

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Page 1: political lens

The Political LensThe Political Lens

C J VIGNESHC J VIGNESH

PSGPSG

Page 2: political lens

Three Classic Lenses of Three Classic Lenses of OrganizationsOrganizations

Strategic DesignLens

OrganizationPoliticalLens

CulturalLens

Page 3: political lens

The Political LensThe Political Lens

• Objectives Objectives

– Understand the importance and effectiveness of Understand the importance and effectiveness of power and politics in organizationspower and politics in organizations

– Provide a tool to conduct a personal network Provide a tool to conduct a personal network analysisanalysis

– Discuss networks & mentors as sources of Discuss networks & mentors as sources of powerpower

Page 4: political lens

The Political LensThe Political Lens

– How power and influence are How power and influence are distributed and wieldeddistributed and wielded

– How multiple stakeholders express their How multiple stakeholders express their different preferences and get involved different preferences and get involved in (or excluded from) decisionsin (or excluded from) decisions

– How conflicts can be resolvedHow conflicts can be resolved

Page 5: political lens

Sources of PowerSources of Power

1) Personal characteristics1) Personal characteristics– Energy/physical staminaEnergy/physical stamina– FocusFocus– Sensitivity to interests of Sensitivity to interests of

othersothers– FlexibilityFlexibility– Ability to tolerate conflictAbility to tolerate conflict

2) Scarce and valued 2) Scarce and valued expertiseexpertise

3) Track record3) Track record

4) Formal position in 4) Formal position in organizational organizational hierarchyhierarchy

5) Informal network 5) Informal network positionposition

Power: ability to influence behavior of othersPower: ability to influence behavior of others

Page 6: political lens

Manager as politicianManager as politician

• Key conceptsKey concepts– PowerPower– InterestsInterests

• Key processesKey processes– ConflictConflict– Coalition buildingCoalition building– NetworkingNetworking

Page 7: political lens

Manager as politicianManager as politician

• Role of the leaderRole of the leader– Identifying and leveraging interestsIdentifying and leveraging interests– Building coalitionsBuilding coalitions– NegotiatingNegotiating

• Stimulus for changeStimulus for change– Shifts in dominant coalitionShifts in dominant coalition– Shifts in power of stakeholdersShifts in power of stakeholders

Page 8: political lens

Developing Political Developing Political NetworksNetworks

Page 9: political lens

Benefits of Networks Benefits of Networks to Managersto Managers

• Task networksTask networks– Identifies gaps in information flow, the Identifies gaps in information flow, the

inefficient use of resources, and the failure inefficient use of resources, and the failure to generate new ideasto generate new ideas

• Friendship networksFriendship networks– Assists with implementing a major change Assists with implementing a major change

and dealing with a crisisand dealing with a crisis

• Advice networksAdvice networks– Uncovers sources of political conflicts Uncovers sources of political conflicts

Page 10: political lens

Strategies for Developing Strategies for Developing Network Network

• Be proactive Be proactive – All encounters are opportunities to All encounters are opportunities to

develop your networkdevelop your network• Broaden your view of from whom Broaden your view of from whom

you can learn and benefityou can learn and benefit• Focus on the value you add to the Focus on the value you add to the

networknetwork– Have something to tradeHave something to trade– Reciprocity may not be immediateReciprocity may not be immediate

Page 11: political lens

Strategies for Developing Strategies for Developing Network Network

• Take a long-term viewTake a long-term view– Begin building relationships before you Begin building relationships before you

really need themreally need them– Seek two outcomesSeek two outcomes

• Success in achieving your immediate Success in achieving your immediate objectiveobjective

• Success in improving the relationship so that Success in improving the relationship so that the next exchange will be more productivethe next exchange will be more productive

• Have both formal and informal mentors Have both formal and informal mentors

Page 12: political lens

Strategies for Developing Strategies for Developing Network Network

• Develop multiple mentor Develop multiple mentor relationshipsrelationships– Do not become overly dependent on a Do not become overly dependent on a

single personsingle person

• Be realisticBe realistic– Trust and credibility aren’t established Trust and credibility aren’t established

overnightovernight– Invest the time needed to develop your Invest the time needed to develop your

networknetwork

Page 13: political lens

THANK YOU !!!THANK YOU !!!