[??16] Organisational politics is a reality we don't get to opt out of. Soz.

I know what you are about to say and I’m gonna have to stop you right there, because saying ‘I don’t get involved in politics’ is like saying 'I don’t get involved in gravity' – you might ignore it, but you’re still stuck on the ground like everyone else. Look, I get it. Corporate politics doesn’t pass the vibe check, and the only thing it's giving is ‘us the ick’. But here's the tea: whether you like it or not, nothing is neutral, everything is political, and every action (or inaction) is a stance…sorry, but I don’t make the rules.

Organisational politics isn't just about scheming in dark corners or backstabbing your way to the top, I mean sure that happens, but if you’ll allow me to get serious for like a millisecond, organisational politics can actually be defined as "informal influence attempts enacted to defend individual or group interests that may overlap or not with broader organisational interests"[1]. In other words, it's how people navigate the complex web of relationships, power dynamics, and competing interests in the workplace. And guess what? You're already doing it, whether you like to admit it or not.

Still not convinced? Let's break it down, shall we? First off, organisational politics is as natural as breathing. The only way organisational politics wouldn’t/couldn’t exist is if everyone’s interests were perfectly aligned. This might seem easy enough, but I do mean everyone, which in turn would require virtually perfect communication, unlimited resources, and no external threats of any kind. So, while organisational politics can take different forms in different organisations or even parts of the same organisation, the fact that it’s there is not really up for debate. The more negative aspects of organisational politics – the ones that most people equate with 'politics' in general – can be triggered and exacerbated by high levels of uncertainty, poorly managed change, unclear objectives, vague performance measures, and strong competition[2]. This is when the scheming and the backstabbing tend to kick in because it’s essentially an exercise in self-preservation. Unless you’re a billionaire, in which case it's always an exercise in who can be the greediest – a competition they are all winning.

You can of course stick to your ‘I don’t get involved in politics’ guns, but ignoring organisational politics doesn't make it go away. In fact, it might just leave you vulnerable, especially if you are in a position of authority. As Doldor[3] points out, political engagement shapes and is shaped by organisational norms and leadership culture. If you're not in the game, you're on the sidelines – and nobody ever changed the world from the bench. So, what's a well-meaning supervisor/manager/executive to do? Well, for starters, we need to change how we think about organisational politics. It's not inherently good or bad – it's a tool. And like any tool, it's all about how you use it. Here are some strategies for navigating the political waters without losing your soul:

1. Develop your political maturity: This isn't about becoming Machiavelli overnight. It's about learning to make contextual judgements about when political engagement is appropriate[3]. It's a skill that develops over time, so be patient with yourself.
2. Build relationships and networks: This isn't just about schmoozing. It's about creating genuine connections and understanding different perspectives. Plus, you never know when you might need an ally. In fact, developing a base of support, forming coalitions, and associating with influential people are some of the most common ways in which leaders use positions of power for strategic influence in organisations[4].
3. Practice 'win-win' approaches: Look for ways to reconcile diverse interests among stakeholders. Since organisational politics often stem from individuals or groups protecting their interests[3], the ability to align stakeholders' goals and find mutually beneficial solutions is an invaluable leadership skill[5].
4. Increase your versatility in influence tactics: Learn different ways to persuade and influence others, but always maintain your authenticity. Nobody likes a fake, and you might think you’re being slick, but people can tell. People perceive “soft” influence tactics as fair and “hard” influence tactics as unfair[4]. Soft influence tactics include rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals. They are friendlier and less coercive than hard influence tactics such as exchange, coalition tactics, pressure and legitimating tactics. Go check out my TikTok for more on what each of these means.
5. Be aware of power dynamics: Understand how both systemic and episodic power influence sensemaking processes in the organisation[6]. Knowledge is power, after all. Episodic power is the direct exercise of power through tactics and systemic power is the power embedded in institutional structures[3]. An example of episodic power is a project manager using their authority to allocate resources, set deadlines, or make key decisions that shape the direction of a specific project. In contrast, the automatic acceptance of male authority, driven by the persistent underrepresentation of women in senior leadership roles and reinforced by long-standing unconscious biases and societal norms favouring male leadership styles, is an example of systemic power. These types of power dynamics influence how leaders can help their followers make sense of everyday organisational life[6].
6. Engage in reflective sense-making: Be aware of multiple perspectives and alternative accounts when interpreting situations. In other words, don't just assume your way is the only way, because it’s not. When it comes to psycho-social dynamics, very few things are black-or-white[3]. Skilfully navigating organisational politics, however, can enable leaders to shape collective understanding and organisational culture[5]. By promoting key values, encouraging open dialogue, and modelling desired behaviours, leaders can influence how employees interpret and respond to situations, creating a shared narrative that aligns with organisational goals.

Look, I get it—organisational politics can feel icky. But burying your head in the sand isn’t the answer. I know I talk a lot about leaders navigating these politics, but at its core, politics is about defending interests—something everyone should be aware of and involved in. So, here's my challenge to you: instead of opting out, opt in. But do it on your terms. Be the kind of political player who builds others up, not tears them down. Use your influence to create positive change, bit by bit. Be the colleague who navigates the political landscape with integrity and authenticity. Because, at the end of the day, organisational politics is like the weather—you can't change it, but you can learn to dance in the rain. So grab an umbrella, and let's dance, Rihanna style! Oh wait, she’s a billionaire now, so we don’t like her anymore… ??? Hey Siri, play Rain on Me by Lady Gaga.

[1] Doldor, E., Anderson, D., & Vinnicombe, S. (2013). Refining the concept of political will: A gender perspective. British Journal of Management, 24(3), 414–427. https://doi.org/10.1111/j.1467-8551.2012.00812.x

[2] Ferris, G. R., Ellen, B. P., McAllister, C. P., & Maher, L. P. (2019). Reorganizing Organizational Politics Research: A Review of the Literature and Identification of Future Research Directions. Annual Review of Organizational Psychology and Organizational Behavior, 6(1), 299–323. https://doi.org/10.1146/annurev-orgpsych-012218-015221

[3] Doldor, E. (2017). From Politically Na?ve to Politically Mature: Conceptualizing Leaders’ Political Maturation Journey. British Journal of Management, 28(4), 666–686. https://doi.org/10.1111/1467-8551.12219

[4] Sinding, K., Kreitner, R., & Kinicki, A. (2018). Organisational Behaviour. McGraw-Hill Education.

[5] Gagnon, S., & Collinson, D. (2014). Rethinking global leadership development programmes: The interrelated significance of power, context and identity. Organization Studies, 35(5), 645–670. https://doi.org/10.1177/0170840613509917

[6] Schildt, H., Mantere, S., & Cornelissen, J. (2020). Power in Sensemaking Processes. Organization Studies, 41(2), 241–265. https://doi.org/10.1177/0170840619847718