Overview
According to my research on power and politics in business, the authors of the five referenced articles have a common view. All of them advocate addressing workplace politics and power directly, rather than avoiding them. The articles offer valuable insights and coping strategies from various angles, including management, employee education, academic interpretation, and psychology.
In particular, I want to point out that one of the differences is one notable article by Kobeissi, titled "Power Politics and Stakeholder Management: The Effects on the Organizational DNA," which examines the architects of workplace politics and power games, namely the top stakeholder groups.
The author identifies stakeholders in the organization as the architects of workplace politics and power games. It means, in addition to learning political power's machinations, we also need to consider stakeholders' ultimate goals and preferences. Personally, I agree with the author that power and politics in the workplace are never just games between equals. It is instead crucial to start by examining the game's designers' preferences and intentions.
Personal thoughts
My takeaways from reading and writing the previous posts, along with a few personal thoughts, are summarized below.
Firstly, there is no escaping the fact that politics and power exist in any organizational setting. Especially in industries like finance and the Internet, where resources and rewards are unequally distributed, recognizing their presence is an important first step.
Secondly, follow the strategies discussed previously: maintain your position and adapt to the political dynamics of your workplace. Try to maintain a friendly but mindful attitude, and avoid negative gossip whenever possible. Whether it's to assist a project or advance your career, start with a positive intention.
Third, be vigilant in identifying workplace situations or individuals overly focused on politics and power. As I mentioned in my previous posts, it may be a mental health problem. Our priority should be to stay away from this toxic mentality of gaining money.
Fourth, we may be exposed to more intricacies of politics and power when we become managers. Reflecting on the performance of superiors or subordinates is crucial regardless of the relationship. When exercising our power as managers, especially in team environments, we must maintain fairness and integrity. Furthermore, as managers, we should promote open communication and transparency within our organizations. It is possible to minimize the possibility of power struggles and political manipulation by fostering a culture of honest and frequent communication. Build trust among team members by promoting dialogue, active listening, and constructive feedback.
Last but not least, everyone should develop emotional intelligence and interpersonal skills. Be aware of our emotions and manage them, and work together to resolve conflicts through respectful dialogue and compromise. In addition, practice empathy and sympathy skills. To build a strong relationship, which can mitigate the negative effects of power struggles, and to create a collaborative work environment.
Thank you for taking the time to read my post and I would appreciate it if you would leave any comments.
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