We all know that the more power you have, the better you are able to get the job completed. The problem is most have lots of responsibily, but hardly any authory and since most projects exist outside core business structures, they are forced to develop other methods of influence.

One unspoken evil that is often ignored in project training courses in the polics of project . While most of us view polics wh disgust; there is no refuting that effective are often seen as those who are equipped and able to employ fting polical strategies to further their project goals.

“In a Perfect World the Best ers Would Be Promoted on Mer Alone and the Best Ideas Would Be Adopted Regardless of Personal Interest” but We Do Not Live in Utopia”

Have you ever included office polics as a risk on your risk register? Probably not. Though, consider the potential implications of ignoring the ugly stepchild of project ?

“The Objective of Office Polics Is to Manipulate a Suation in Order to Achieve an Outcome That Will Benef One Individual or Group at the Expense of Other Individuals or Groups.”

While is unlikely that office polics would be listed directly as a risk on your risk register, is que likely that one or more of the outcomes of would. As a result, if you want to survive and prosper in the real world you need to combine good wh smart polics to ensure your own success and that of your projects. The biggest mistake a project manager can is to assume that polics in project doesn’t exist. After all, polics is human nature and has played an integral part in history since the dawn of civilization.

In a group where ing interactions are fraught wh tension and individuals have their own personal agendas or want to be “top dog” personal conflicts will often get in the way of the project aims. Issues between members of the team become the overriding concern both for the individuals afraid and sometimes even the project manager. Meetings can consist of jostling for power or simply trying to justify your posion and when that happens progress on the project will undoubtedly suffer.

For most , playing polics is a form of slow, soul-destroying torture where logic, self-control, transparency, and trustworthiness are replaced by deception, concealment, and sabotage. However, ignoring the external and internal polics surrounding your project or organization is dangerous. Successful need to understand organizational polics and how to them for project success.

In the case of project polics you can these key techniques in a constructive manner:

Carefully Manage Your Own Conduct

  1. The first rule is to at all times act in a way that commands respect and beyond that, respect others. That means not gossiping, spreading rumors, or getting sucked into interpersonal conflicts and arguments. Maintain your honesty!
  2. Be posive as a posive outlook is a choice that you can always and remain professional.
  3. Be confident and firm but not hostile and sure you take organizational perspectives, not a personal one when voicing objections or giving cricism.
  4. Always assume things will be disclosed, so don’t rely on confidentialy.
  5. Over time you will learn what s in your organization’s culture and what doesn’t. Try to watch other people and identify successful behaviors that you can model to navigate the polical minefield.

Review the Organization Chart

  1. S back and watch for a while. Identify the real influencers, those who are respected, champions, those who have authory but don’t , the mentors, and last but not least the true brains behind the organization. Then re-map the organization chart in terms of polical influence as polics will often bypass the formal organization chart.

Understand the Social Net

  1. Once you know who’s who in the organization, you have to understand the social nets. This involves identifying who gets along wh whom, groups or cliques that have formed, and ongoing interpersonal conflicts. Over time you will learn who has the most trouble getting along wh others and the basis for the inter whether be friendship, respect, or manipulation, including how the influence flows between all parties.

Build Good s

  1. Now you need to build multiple nets but avoid aligning yourself wh one group or another this way you can keep your finger on the pulse of the organization.
  2. Don’t be afraid of polically powerful people and instead, develop s that cross the formal hierarchy in all directions.
  3. Build your s on trust and respect and avoid empty flattery.

Your Social Net

  1. You will need to learn to your social net to stay clear of negative polics. You can do this through posive polical action.
  2. your net to gain access to , build visibily of your achievements and improve difficult s.
  3. Attract opportunies where you can shine and seek out ways to yourself, your team, and your boss look good.

Counteract Negative Play

“The Expression, Keep Your Friends Close and Your Enemies Closer” Couldn’t Be Any Truer When Comes to Office Polics.”

  1. Your mapping of the organization will help you to identify those people who others for their own polical s, and not for the common good. Know that these people typically have low self-worth (that’s why they rely on destructive policking to get ahead). Always be very careful what you say to them. Understand what motivates them, their goals, and how to avoid or counter the impact of their polics
  2. Remember loyalty is not a reliable factor in the place!

is easy to become a target if you’re ambious or if you strive for change. One of the biggest we in our career is to assume that everyone likes progress. This is not true, many are content wh the status quo and will defend wh their life.”

Projects are rarely easy and office polics can compound other sorts of problems that arise so they need to be dealt wh swiftly and firmly.