Personalities in Politics

Like it or not when there are people in an organization with an agenda, some manifestation of politics occurs. The recognition that politics exist is usually associated with an uncomfortable negative connotation. But consider a viewpoint that politics is the maneuvering for the use of power and power is the ability to make changes. If you think about it in this context, politics need not be so bad. Of course, the way one conducts his behavior and the nature of the changes to be made can make life uncomfortable for the parties affected.

Changes can affect us in a large or small sense. If your role gets reassigned or you have to relocate, that move may be appropriate for the company but possibly not beneficial for you. You may need cooperation from another department that could support your performance but you may not get the requested response.

The challenge in understanding and dealing with politics is to determine how you can achieve the best results given the corporate mission or specific goals and the resources or personalities involved. If you happen to be the manager and thus have legitimate authority, getting the changes needed with a subordinate will probably be easier than dealing with your boss or a co-worker. How can a better understanding of the nature of people in an organization be utilized to accomplish tasks in a positive manner? One answer is to learn to reduce the stress while dealing with others.

People have various types of personalities and operate with different viewpoints or frameworks. That doesn’t necessarily make them (or you) right or wrong in any particular instance. It’s just a natural phenomenon. Through research conducted among thousands of managers, British authors Fisher, Rooke and Torbert, in their book, “Personal and Organisational Transformation through action inquiry” have identified what they term “overarching frameworks.”

They contend that if we can become aware of these frames of reference in ourselves and others, unintentional conflict and misunderstandings can be significantly reduced. We can even help ourselves and others to transform and grow beyond our present limitations. There are seven key frames under which most managers can be categorized. They are listed in order of increasing capability and the percentage found: Opportunist (1%), Diplomat (5%), Expert (33%), Achiever (35%), Individualist (14%), Strategist (8%) and Magician (4%). Each frame encompasses the characteristics and capabilities of the preceding frames.

Typically a person can make changes in behavior that would move them just a couple frames. So it would be unrealistic to expect that an Opportunist (focus of awareness on own needs and self-interest, self protection and acts on impulses) could become a Strategist (characterized by being goal and process oriented, using systems view and continued development over time.) An Expert uses internal craft logic rules, favors consistency and improvement and exhibits rationality. This may be the technician in the organization whereby they understand the engineering perfectly but may not be able to be comfortable communicating with non-technical people. The Magician frame focuses on the interplay of awareness, thought, action and effect. They enable the transformation of themselves and others.

Identifying your own category is an important first step when using this approach. Next, try to categorize co-workers according to the characteristics of each frame to determine the best approach to a smooth working relationship. You may not be investing your time wisely if you try to get an Opportunist to be motivated by discussing results, goals and plans but you would certainly appeal to the Achiever type. With a clearer understanding of your frame of reference and that of those with whom you interact more can be accomplished with less conflict and negative emotions.

I have used this learning approach to better understand both the associates in my company and also those people who are my clients and vendors. I spend less time being aggravated by expecting people to behave or respond differently than their personalities or frame of reference would allow. I may not like the fact that a key client is an Expert type when I really need the thinking and contribution capability of a Strategist. But knowing or identifying the current reality enables me to find better pathways to achieving my mission whether it’s a small matter or more significant one.

Here’s a small example that happened to me. On a recent trip I needed to catch the 5:30 AM shuttle from the hotel to JFK. I learned the night before the shuttle was scheduled on the hour and half hour. I arrived in the lobby at 5:15AM and saw a line of people had formed at the door. I didn’t know if the 5 AM was late or if people were already lined up for the 5:30. So I asked the bellman if the 5:00 shuttle had come. He answered me by saying: “It’s 5:15!” I re-confirmed my understanding of the schedule and he repeated again, “It’s 5:15!” Instead of getting disturbed that this guy was not answering my question, I realized that according to his frame of reference he was answering the question. He knew (probably an Expert framer) that the 5:00 shuttle is always on time. So of course it had come and gone since it was 5:15! I just smiled and thanked him and got on the bus at 5:30, which was also on time!

Let additional learning improve your chances of success and reduce frustration. Playing or utilizing politics will definitely be more fun when you can assure smooth and friendly working relationships.

Joseph Greco is president of Greco Apparel. Visit them on the web at www.grecoapparel.com