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political lens

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The document discusses the political lens for analyzing organizations, focusing on the importance of power and politics. It describes how power is distributed through personal characteristics, expertise, position, and networks. Managers must act as politicians by identifying interests, building coalitions, and negotiating. Developing political networks provides benefits like identifying issues and implementing changes. Strategies for strong networks include being proactive, adding value, reciprocity, long-term relationship building, and developing multiple mentor relationships over time.

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The Political Lens C J VIGNESH PSG
Three Classic Lenses of Organizations Strategic Design Lens Organization Political Lens Cultural Lens
The Political Lens Objectives Understand the importance and effectiveness of power and politics in organizations Provide a tool to conduct a personal network analysis Discuss networks & mentors as sources of power
The Political Lens How power and influence are distributed and wielded How multiple stakeholders express their different preferences and get involved in (or excluded from) decisions How conflicts can be resolved
Sources of Power 1) Personal characteristics Energy/physical stamina Focus Sensitivity to interests of others Flexibility Ability to tolerate conflict 2) Scarce and valued expertise 3) Track record 4) Formal position in organizational hierarchy 5) Informal network position Power: ability to influence behavior of others
Manager as politician Key concepts Power Interests Key processes Conflict Coalition building Networking
Manager as politician Role of the leader Identifying and leveraging interests Building coalitions Negotiating Stimulus for change Shifts in dominant coalition Shifts in power of stakeholders
Developing Political Networks
Benefits of Networks to Managers Task networks Identifies gaps in information flow, the inefficient use of resources, and the failure to generate new ideas Friendship networks Assists with implementing a major change and dealing with a crisis Advice networks Uncovers sources of political conflicts
Strategies for Developing Network Be proactive All encounters are opportunities to develop your network Broaden your view of from whom you can learn and benefit Focus on the value you add to the network Have something to trade Reciprocity may not be immediate
Strategies for Developing Network Take a long-term view Begin building relationships before you really need them Seek two outcomes Success in achieving your immediate objective Success in improving the relationship so that the next exchange will be more productive Have both formal and informal mentors
Strategies for Developing Network Develop multiple mentor relationships Do not become overly dependent on a single person Be realistic Trust and credibility aren’t established overnight Invest the time needed to develop your network
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political lens

  • 1. The Political Lens C J VIGNESH PSG
  • 2. Three Classic Lenses of Organizations Strategic Design Lens Organization Political Lens Cultural Lens
  • 3. The Political Lens Objectives Understand the importance and effectiveness of power and politics in organizations Provide a tool to conduct a personal network analysis Discuss networks & mentors as sources of power
  • 4. The Political Lens How power and influence are distributed and wielded How multiple stakeholders express their different preferences and get involved in (or excluded from) decisions How conflicts can be resolved
  • 5. Sources of Power 1) Personal characteristics Energy/physical stamina Focus Sensitivity to interests of others Flexibility Ability to tolerate conflict 2) Scarce and valued expertise 3) Track record 4) Formal position in organizational hierarchy 5) Informal network position Power: ability to influence behavior of others
  • 6. Manager as politician Key concepts Power Interests Key processes Conflict Coalition building Networking
  • 7. Manager as politician Role of the leader Identifying and leveraging interests Building coalitions Negotiating Stimulus for change Shifts in dominant coalition Shifts in power of stakeholders
  • 9. Benefits of Networks to Managers Task networks Identifies gaps in information flow, the inefficient use of resources, and the failure to generate new ideas Friendship networks Assists with implementing a major change and dealing with a crisis Advice networks Uncovers sources of political conflicts
  • 10. Strategies for Developing Network Be proactive All encounters are opportunities to develop your network Broaden your view of from whom you can learn and benefit Focus on the value you add to the network Have something to trade Reciprocity may not be immediate
  • 11. Strategies for Developing Network Take a long-term view Begin building relationships before you really need them Seek two outcomes Success in achieving your immediate objective Success in improving the relationship so that the next exchange will be more productive Have both formal and informal mentors
  • 12. Strategies for Developing Network Develop multiple mentor relationships Do not become overly dependent on a single person Be realistic Trust and credibility aren’t established overnight Invest the time needed to develop your network