Managing with Power: Politics and Influences in Organizations; Lessons for Project Management

With over 27 years of professional experience as a Project Manager and Business Systems Analyst, I have observed firsthand the pervasive influence of power and politics in organizations. While these dynamics are often perceived negatively, they are an inherent and unavoidable part of organizational life. Recognizing and understanding these forces is crucial for effective project management. In this article, we will explore the intricacies of managing with power, drawing upon real-life case studies and academic references to provide profound insights and lessons for project managers.

Power: The Ability to Influence

At its core, power is the capacity to influence others to achieve desired outcomes. It is not about domination or control, but rather about gaining cooperation and buy-in from stakeholders. Effective project managers wield power through various means, including:

1. Expertise: Possessing deep knowledge and skills in their domain, grants project managers credibility and influence.

2. Information Access: Access to critical information empowers project managers to guide decisions and navigate organizational politics.

3. Relationships: Building strong relationships with stakeholders fosters trust and cooperation, enhancing a project manager's influence.

4. Formal Authority: While not always present, formal authority granted by an organization's hierarchy provides a baseline level of power.

Politics: The Art of Influence

Organizational politics refers to the informal processes and behaviors used to influence decisions and gain power. These dynamics are often driven by competing interests, personal agendas, and hidden power structures.

Case Study 1: Leveraging Expert Power

In a multinational tech corporation, a project manager named Sarah found herself leading a team of diverse experts from different departments. Her official position granted her legitimate power, but it was her deep domain knowledge and technical expertise that truly influenced her team. Recognizing this, Sarah empowered her team members, fostering an environment where their expertise was valued. By doing so, she harnessed their collective knowledge, resulting in innovative solutions and a successful project outcome.

Case Study 2: Navigating Office Politics

In a fast-paced startup environment, James, a project manager, faced a web of office politics. Cliques and informal power structures were the norm. Rather than attempting to dismantle these dynamics, James strategically aligned himself with key influencers, demonstrating that he respected their insights and valued their input. This approach allowed him to secure essential resources and support from influential stakeholders.

Case Study 3: Influencing Decision-Making

Emily, a project manager in a healthcare organization, needed buy-in from senior leadership for her project's crucial budget allocation. Drawing on Robert Cialdini's principles of persuasion, Emily employed social proof by highlighting successful similar projects and their positive outcomes. This approach built credibility and persuaded senior leaders to approve the budget, ensuring the project's success.

Lessons for Project Management

The following lessons can be drawn from understanding power and politics in organizations:

1. Recognize the pervasive nature of power and politics. Accept that these dynamics are inherent in organizational life and must be managed effectively.

2. Develop a strong understanding of the organization's culture and power structure. Identify key stakeholders, understand their interests, and assess their influence.

3. Build strong relationships and alliances. Foster trust and cooperation with stakeholders to gain their support and influence.

4. Communicate effectively and proactively. Maintain transparency, address issues early, and manage expectations.

5. Be adaptable and flexible. Recognize that circumstances can change, and be prepared to adjust strategies accordingly.

Last Words And Thoughts

Power and politics are not to be feared but rather understood and harnessed for the benefit of project success. By developing a keen awareness of these dynamics, project managers can effectively navigate organizational landscapes, influence stakeholders, and achieve their project goals. With the right approach, project managers can transform power and politics from potential obstacles into valuable assets in the pursuit of project success.

References

1. Pfeffer, J. (2012). Managing with power: Politics and influence in organizations. Jossey-Bass.

2. Kotter, J. P. (2012). Power and influence. Harvard Business Review Press.

3. Smith, B. (2010). Power and politics in project management. Project Management Journal, 41(3), 43-51.

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