The Office Politics Handbook: Winning the Game of Power and Politics at Work
"If you sincerely want to enhance your 'comfort' when involved with others, especially in your work setting, The Office Politics Handbook is a must read."
--Bernice Bass de Martinez, PhD, California State University, Sacramento
"Regardless of the size of your organization or your position in it, The Office Politics Handbook provides useful insights about the inevitable reality of organizational politics and how to not only survive but succeed. This is a resource for individuals, as well as mentors and executive coaches who are seeking a framework to dialogue and problem-solve with their clients on how to overcome career hurdles."
--Shirley J. Daniel, Ph.D., Director, Pacific Asian Management Institute, University of Hawai'i at Manoa
The Office Politics Handbook is for business executives, managers, consultants, lawyers, agents, editors, and anyone who wants to become more politically astute, more powerful, and more successful. This is not a book on political game playing; it is for people who hate power games but who know that politics takes place in every organization and want to make sure they wind up on top of the heap…not at the bottom of the barrel.
This book will explain why people are political animals, and why they engage in power-seeking behavior. It will also discuss different instruments of power to help you understand the cultural and collective forces at work in human nature, and the occasionally aggressive characteristics of the political animal.
The Office Politics Handbook will show you how to:
best. If politics is the art of the possible, then micropolitics is the art of recognizing all the conditions and constraints that make your first choice unavailable without losing sight of your second choice.29 This distinction is important because the goal of all political action is to produce the maximum positive outcome while optimizing allocation of scarce resources and minimizing waste. However, it is important to define this goal based on accurate assumptions. It is important to recognize
and consciousness. It is breathtaking to behold. However, within this magnificent network of mutuality, there is tension, disorder, and chaos. People are not angels, harmoniously coexisting simply because they live together under the same roof, work in the same organization, or attend the same place of worship. People are full of internal conflict—some more than others—and they may respond to conflict with a range of defense mechanisms. For example, some may attribute character traits or
thousands of years ago, whose genetic material still lives within you today. One element is the governor and the other is the governed because one is capable of reason while the other is not. These two elements—the personal and the social—represent the two faces of Janus (the God of thresholds and passages from Roman mythology). One face looks back toward the primitive world of the cave dwellers, while the other looks toward the future. The backward-looking face does not merely remember the
Effective People, p. 72. 10. Jennifer R. Overbeck, in Guinote and Vescio, The Social Psychology of Power, p. 28. See also Wartenberg, The Forms of Power, p. 5; Boulding, Three Faces of Power, p. 52; Russell, Power: A New Social Analysis, p. 35. 11. Block, The Empowered Manager, pp. 11–14. 12. Swingle, The Management of Power, pp. 13–14. 13. The methodology used here is what Scottish sociologist Robert MacIver might have characterized as “imaginative reconstruction.” See MacIver, On Community,
131, 182–188 archetypes, political, 131 politics and, 115–124 Aristotle, 60 asymmetrical pair, 118 Aurelius, Marcus, 193–194 authentic leadership, 66, 135 authority, external, 96 internalization of, 98–99 moral, 134, 139 autonomy, 94 awareness, situational, 57, 144 Baker, James, 161 Beetham, David, 92 behavior, complex systems and, 75 deferential, 53 petty, 107 political, 109–110 win/lose, 56 behaviors, taboo, 99 Block, Peter, 31 boundaries, systems and, 73 Bourdieu,