Political Behavior

&
Impression Management
HRM 2015-17
TERM IV

Organizational Politics:

Political Games: Moves and Counter Moves

Ravi: GM (HR) of a the largest division of a cement
manufacturing company
Raj: Recruited as the new VP (HR) from another
organization and state

Now Ravi reports to Raj

According to Ravi outsiders can not understand the company
culture and this remark started the political game
Raj has the support of CEO who recruited him, while Ravi
enjoys the confidence of division head (President)

Organizational Politics:

Political Games: Moves and Counter Moves

Major moves during next two years:

Raj implemented several new policies that changed longstanding culture of the company
Ravi, with the presidents approval indicate that he would not
be implementing some of the new policies in his division
Raj, with CEOs approval, reorganized the HR department. Ravi
retained his title and salary, but lost most of the staff
Ravi was appointed by the president to lead major project that
would have been given to the vice president normally. This
was a public humiliation for Raj.
Raj contacted an executive recruiter who was also an old
friend. The friend arranged for an offer to Ravi a higher
paying job at Mumbai.
Ravi originally from Mumbai accepted the offer and resigned.
But not at all happy with the new job. He is not going to find
out that Raj had instigated the job offer. Raj privately declared
himself the winner of the game.

Organizational Politics:

Political Games: Moves and Counter Moves

Recent examples:

Reliance Jio Vs COAI, BCCI Vs ???

How do you know its a game?

The players action has an identifiable pattern. Once you spot

pattern, the moves are predictable
The behavior has an emotional payoff: Winning move result in
feelings of dominance and in control, while other party feel
humiliated and powerless
There is always a winner and sometimes a loser:
Any attempt to change the game is met with resistance
Players oppose anyone who tries to break the pattern because
they do not want to lose the emotional pay-off.

Three categories of games

Power games, Ego games and Escape games

Organizational Politics:

Political Games: Moves and Counter Moves

Power Games:
(a) Suck-up game

(I think you are wonderful so you have to like me)

Regional manager (RM): What do you think of new marketing
proposal?
District manager (DM): Great idea, boss! You plan should send our
sales right through the roof
RM: Are you seeing any problems at all?
DM: No. It looks perfect for me. Cant wait to get started on it
DM shared the idea in next staff meeting with sales staff (SS)
SS1: How will we find time for this? We are already short staffed. If
we implement the plan we will not be able to serve existing customers.
We may end up with loosing customers
DM: I know its a problem. But you have to find time. Thats what boss
wants, so we are going to do it.
SS2: Did you discuss potential problems with RM? Do he know the
risks?
DM: I am not her to criticize management's ideas. Keep the boss
happy is job one. We are going to figure out how to do this.

Organizational Politics:

Political Games: Moves and Counter Moves

Power games:

Recognizing the pattern:

Direct all energy upwards; shower managers with
complements, Frequently request their guidance, never openly
disagree with them. Advanced players actively seek
opportunities to stroke the egos of important executives

Emotional payoff

I feel safe when people in poser like me

Pitfalls for players

Colleague consider them as useless, seldom get allies among peers

During unexpected problems managers feel that they have hidden
information
Cannot work with a manager who expect unfiltered and honest
feedback

Organizational Politics:

Political Games: Moves and Counter Moves

Power games:
Exposing the game:

By describing the pattern you have observed or sharing the

thoughts about the players underlying motives. How? LR/DR..
(Direct talk in private settings, while less confrontational strategy
in public)

Countermoves:

To break the pattern and to get back on more productive track.

They are more annoying than harmful; focus on encouraging
candid discussions

Solicit opinion privately

Out them in meetings: by getting them to discussions, avoid
the trap of becoming a player

Dont become their opposite: present suggestions in positive,

helpful way

The end of the game: either become assertive or acquire a boss

who hates

Organizational Politics:

Political Games: Moves and Counter Moves

Power Games:
(a) Control game

(You cant tell me what to do)

Youd better watch out, said Reddys colleague. I hear that

Rao is playing golf with your boss again this weekend.
That news sent Reddy into an immediate depression. Ever
since he was transferred into new department, Rao had made
it quite clear that he had no respect for Reddy and believed
that he should have his job. He constantly argued with him,
frequently ignored the requests for information and seldom
consulted her about any aspect of work. Now it seems that
Reddy is flattering the boss by joining for occasional lunch and
joining him for golf outings.
I know that I should do something about the situation Reddy
said to his friend, but talking to Rao is so unpleasant that it
is easier to just leave him alone.

Organizational Politics:

Political Games: Moves and Counter Moves

Power games:

Recognizing the pattern:

Control game players resist direction or advice from others.
Some are dominators, while others are resistors (no interest to
lead others, but strongly resent any influence over their own
activities.

Emotional payoff

I get to do what I want to do (which level?)

Pitfalls for players

Often degenerate into useless power struggles that drain energy

from more productive work activities.
Someone usually loses. Playing control game with your boss is
risky

Organizational Politics:

Political Games: Moves and Counter Moves

Exposing the game:

Maintain an adult and business like attitude. (Cant say everything

you like to say)
Something like I am getting a message that you dont really like
working for me / we need to talk why you have been ignoring
my requests

Countermoves:

(Objective is to protect the target from possible harm)

Dont get sucked into an overt power struggle.
Stand your ground: Establish appropriate boundaries follow up
until information is provided, never give an impression that you
can be dominated
Fortify relationships with high-leverage allies
Go with resistance: Accept their resistance to move the discussion
in a useful direction
that is an interesting point. I will keep it in mind. Or Tell me
what you would suggest

The end of the game:

either weaker player gives up, or cooperation in work team

Organizational Politics:

Political Games: Moves and Counter Moves

Power Games:
The six executive assistants at Gaikwad corporation were proud of their
professional image, viewing themselves superior to other secretaries. They
tried to maintain a certain look, with tailored suits, stylish haircuts and
makeup. Everyday the group ate lunch together in company cafeteria and
once a month, went out for drinks after work. When they heard a new
executive assistant was joining the company, they were keen to add new
member to their exclusive club. But they were dismayed after meeting the
new VPs assistant. She wore no makeup, dressed in cotton sweaters and
had an unruly long, curly hair. In their opinion, her voice was too loud and
her manner a little too casual.

Organizational Politics:

Political Games: Moves and Counter Moves

Power Games:
(c) Shunning game

(If you dont fit in we are going to get you)

Two of the women tried to help Daisy by telling where they bought the clothes
and got their hair cut, but she just laughed and said hey you look great,
but I am just a laid-back kind of gal.
After couple of weeks Daisy noticed that no other executive assistant ever
stopped by her desk to chat. At lunchtime, she would suddenly realize that
everyone else had left. One day she walked by a conference room and saw
others smiling and laughing as they sliced a birthday cake. Finally she
asked one of her colleagues if she had done anything to offend them.
Why, no, of course not, the other assistant replied coolly. Whatever
made you think that

Organizational Politics:

Political Games: Moves and Counter Moves

Power games:

Recognizing the pattern:

It is a group game requires a target, who deviating from
established norm
Targets gradually realize that they are being excluded from
group gatherings and friendly office banter. Any conversation
they join breaks up rather quickly.
Required communication is always formal and always cool
All attempts to discuss the problem is brushed aside (no one
acknowledges it)

Emotional payoff

We feel more powerful because we punish people

Pitfalls for players

It is a childish game, makes people appear immature and smallminded.

Create powerful feelings of anger in the target, who look for
opportunities to retaliate

Organizational Politics:

Political Games: Moves and Counter Moves

Exposing the game:

Countermoves:

(reduce the isolation of the target and gradually breaking down

the groups united front)

Difficult to expose (denial is integral part of the game)

Any attempt to get shunning players to admit their tactics will only
make target appear needy and pathetic

Find other source of support

Divide and conquer (remember the commitment level of shunning
players to the game may vary). Develop relationship with friendly
players
Try to define offensive behavior: identify cause of resentment
Change things that are reasonable

The end of the game:

Either the target leave or group offer minimum level of

acceptance.

Brutal psychological weapon resulting in unendurable stress. Most

people cannot tolerate the pressure for long. Nor should they.

Organizational Politics:

Political Games: Moves and Counter Moves

Ego games:
(a) Superiority game

(Arent you impressed with me?)

Susane sat down in her colleagues office for a meeting. Did you hear about
the big project the CEO has asked me to lead? She said brightly. No
one has ever taken on anything like this before!
Great replied her colleague. now I need to ask you about
And you know what? I am going to Paris to meet our customers over there
she continued. The CEO wants me to ensure all contractual requirements
Terrific, said the colleague. But we need to talk about..
Hold that thought said Susan, as she answered ringing cell phone.. I have got
to take this call. It is really important. Lets talk later The colleague just
sighed as Susan disappeared into the hall.

Organizational Politics:

Political Games: Moves and Counter Moves

Ego games: (a) The Superiority game

Recognizing the pattern:

Plays continuously pass the message that they are important,
unique and indispensable. Hogging the conversation, bragging,
ignoring others needs are all superiority moves.
Some dedicated players will also fabricate stories.
Usually only one player, who search for an audience, but while
two players compete, predictable, pointless pattern emerges.

Emotional payoff

I can make others believe that I am special and important

Pitfalls for players

Quite annoying to colleagues.

Their maneuvers are transparent, hence come across as insecure
exact opposite of the impression they are trying to create.

Organizational Politics:

Political Games: Moves and Counter Moves

Exposing the game:

Countermoves:

(Due to the attempt to impress audience, these games are more

aggravating than destructive)

Verbalize the underlying message of the player. You certainly

have lot of impressive contacts Susanne or I guess our meeting is
not really too important compared to other things you have.
Make statements in calm and sincere tone. Irritation and sarcasm
will hurt their feelings and make situation worse.

Avoid getting hooked (do not respond with your own story)
Dont reward annoying behavior (ignore them, else they waste
your time)
Address problem behavior directly: Tell them to stop disruptive
behavior
Remember the motive: They are insecure, you may feel more
sympathetic

The end of the game:

While a person start to behave normally. Some will play the

trick only with new acquaintances.

Organizational Politics:

Political Games: Moves and Counter Moves

Ego games:
(a) The Put-Down game

(You are obviously an idiot, so I must be

brilliant?)

George, a manager, had been listening to a staff members presentation for

about three minutes. Stop right there! He ordered.As any fool could see,
your conclusions are incorrect. I used to think that you had a mind for
strategy, but now I am not sure that you have a mind at all. Thats quite
enough. The staff member quitely sat down.
Later that day, a colleague stopped by Georges office. I wanted to see what
you thought of my proposal. She said warily.
Hopeless! Barked George. Do you want to alienate every single customers?
Whats wrong with it? she asked. Everything responded George
I put a lot of work into.. Colleague wanted to defend
Well, I certainly couldnt tell Is that all you can do interrupted George.

Organizational Politics:

Political Games: Moves and Counter Moves

Ego games:

Recognizing the pattern:

Require a player and at least one target.
They feel good only by making other stupid or inept. They
specialize in sarcasm and criticism that are unnecessary and
harmful.

Emotional payoff

By demonstrating my superiority over others, I can feel less

inferior myself.

Pitfalls for players

Produce resentful and angry adversaries.

Due to constant belittling of others, they actually appear insecure
instead of superior..

Organizational Politics:

Political Games: Moves and Counter Moves

Exposing the game:

Calmly describe the reaction the player is trying to produce.

Preferably with a smile. George youre obviously smarter than I
am.

Countermoves:

(Due to chronic complaining they are politically toothless. Most

unpleasant to be around. Avoiding them is a wise stress
management strategy)

Dont give them what they want: maintain self confident

appearance, respond calmly. Or give them a dismissive look and
continue with what you were saying.
Minimize contact. Interact with while necessary.

Job portal advt.

Get other opinion

The end of the game:

Only ends while one of you leaves. Put-Down specialist seldom
change

Organizational Politics:

Political Games: Moves and Counter Moves

Ego games:
(C) The In-Group game

(Youd like to be one of us, but you cant)

Nine HR managers from a pharmaceutical firm are attending their regular

quarterly meeting. Every quarter, on the day before the meeting, four of
the managers take the afternoon off, for a movie. After movie, the same
four always have dinner together, then meet for breakfast the next
morning. In the meetings they all sit on the same side of the table and talk
among themselves. If one makes a proposal, the other three always agree.
They are in this firm for last eight years.
On the first day of the quarterly meeting a new member unknowingly sits in a
chair usually occupied by one of the senior four. So many joking comments
are made about his seating choice that he finally moves to a chair on the
other side of the table.

Organizational Politics:

Political Games: Moves and Counter Moves

Ego games:

Recognizing the pattern:

Require two separate and unequal groups. In-group members
share some identifiable characteristic.
They are not necessarily hostile like shunning players
Communication is usually cordial and pleasant with an invisible
barrier

Emotional payoff

Being part of an exclusive group make me feel special

Pitfalls for players

Out-group members may be waiting for a chance.

Divided groups are seldom effective

Organizational Politics:

Political Games: Moves and Counter Moves

Exposing the game:
Need to band together for their own safety. No
individual attempts
Also openly describe what you observe with
suggestions.

Countermoves:

(Purpose is not to disrupt In-group relationships, but make

it more inclusive)
Bring the issue into open
Build one-on-one relationships.
Suggest activities that either mix the group or include
all members

The end of the game:

Only ends while all members can interact freely.

Organizational Politics:

Political Games: Moves and Counter Moves

Escape games:
(A) The Scapegoat Game

(This problem was clearly your fault)

Management team of a women apparel stores was gloomily reviewing their
year-end results, which showed 32 % decline in sales.
This is clearly an advertising problem, says the CEO. Our ads just arent
getting people into stores
But this years campaign was almost same as last years, responded marketing
VP. And last year the sale was great. What changed was merchandise
Yes, but people have to actually come into stores to buy the merchandize,
retorted the CEO. And the ads just didnt get them this year
In the stores where we measured traffic, plenty of people came in said
marketing VP. They just left without buying anything.
Well, the ads apparently werent attracting the right customers. So perhaps
using last years campaign was a bad decision
Our typical customer profile hasnt changed for years, said marketing VP. We
just stopped carrying the kind of cloths they like.
The new styles were great. I picked most of the lines myself and your
campaign was outdated. You have to keep up with the times

Organizational Politics:

Political Games: Moves and Counter Moves

Escape games:

Recognizing the pattern:

Require a target and a problem are played by individuals or
groups. The target is becoming the cause of problem with no
exploration of other possibilities. While played among
colleagues, it resembles a tennis match. If your boss is a
chronic Scapegoat player, the game can be hazardous. They
are not necessarily hostile like shunning players

Emotional payoff

If I am not the cause of problem, then I dont need to feel

responsible, guilty, or stupid

Pitfalls for players

Resentful and angry targets will often return the favor during future
problems.
Successful Scapegoating usually means real issues are never
identified.

Organizational Politics:

Political Games: Moves and Counter Moves

Exposing the game:

By calmly commenting on what seems to be occurring.

Compare: We seem to be settling on advertising as the only
cause of the problem. There may be other contributing factors
Do you feel that advertising is the sole cause of the problem

Countermoves:

(designed to deflect the attention from the target, broaden the

scope of the discussion and determine the true source of difficulty)

Avoid getting into an argument

Acknowledge the possibility for partial responsibility
Defend yourself subtly
Broaden the scope of the discussion
Get the facts

The end of the game:

While it is a group pastime, the game ends while members
decide to adopt a more constructive approach. If your boss
likes to play, it will only end while you get a new boss.

Organizational Politics:

Political Games: Moves and Counter Moves

Escape games:
(B) The Avoidance Game

(I do not want to do it, so I am not going

to do it)
To book the biggest order of her career, all Karen needed was for Manohar, the
corporate attorney, to complete the sales contract. Then the customer
would sign it and Karen will get a hefty commission. Although she had
send the order specifications four weeks ago, no contract was yet in sight.
Since the deal was a complex transaction, with several deviations from
standard policy, CEO approval is required for final document. Karen knew
that Manohar hated discussing contracts with CEO, who fancied himself as
a legal expert and quibbled over every clause. She got following response
for past reminders.
First week. I am in middle of important negotiation
:Was just about to start and CEO gave me a rush project
Been in meetings all week, it is very next thing on my list
Now Manohar ignores her completely

Organizational Politics:

Political Games: Moves and Counter Moves

Escape games:

Recognizing the pattern:

One-person game with unfortunate side effects for anyone who
depends on the player. The game is easy to spot: Player puts
off unpleasant or difficult tasks until forced to confront them.

Emotional payoff
I can reduce the anxiety by not thinking about an unpleasant
task

Pitfalls for players

May alienate potential allies and create unnecessary

adversaries.
While procrastination causes critical deadlines to be missed,
these players often find themselves in hot water with
important people.

Organizational Politics:

Political Games: Moves and Counter Moves

Exposing the game:

By talking about the players underlying motives.

I am beginning to think that you dont really want to deal with
this. Are you reluctant to talk to the CEO

Countermoves:

(designed to get desired results without directly attacking the

player. Attack might make you temporarily feel better, but likely
to result in more procrastination)

Never leave the timeline open ended

Offer to help with the difficult part
Increase your leverage (without appearing to threaten)
Consider the power of CC line. (careful while the avoidance player
is your boss)

The end of the game:

Avoiders seldom change. So you need to keep playing as long
as they are in the picture.

Organizational Politics:

What games are played in your workplace

Assess your situation

Check any of the games are played by people with whom you work

The
The
The
The
The
The
The
The

Suck-UP Game
Control Game
Shunning Game
Superiority Game
Put-Down Game
In-Group Game
Scapegoat Game
Avoidance Game

Do you participate in these games?

Are u aware that others may be
playing these games with you?
What do you find rewarding?
emotional payoff?
Is it interfering with your work?
Is it making workplace less pleasant?

Moving from assessment to action

If you are a game player, what change in your behavior would stop
the game? Would stopping the game improve your chances of
accomplishing important goals? Would it make life more pleasant for
yourself and others?
If you are an observer or target of the game, is there anything you
could do to break up the game and get everyone back on more
productive course

Organizational Politics:

Networking Skills
C. Make networking an integral part of
your work

Introverts: check and challenge your assumptions

about networking and the social aspects of work
Attend a networking course or program
Extroverts try listening and letting someone else
speak for a change. Chances are they are interesting
too

Organizational Politics:

Networking Skills
D. Built your own political capital and
Personal brand

Be mindful of an increase in politicking around you

Start the process of identifying new allies
Get out and invest in these new stakeholder
relationships ensuring that you have something to
offer as an advantage.

Organizational Politics:

Networking Skills
Paul Revere and William Dawes

(April 18, 1775)

Social Network & Microsoft (John Akers & Mary Gates)

Organizational Politics:

Networking Skills
A set of ongoing, enduring relationships with those you
depend on and those you depend on, based on each others
real understanding of each others needs and mutual
dependencies
Network Vs haphazard contacts

Bigger and more complete

Ongoing partnership
Present and future oriented
Created even before you need them

Possibility for differences, conflict and tensions in network

Organizational Politics:

Networking Skills
Building a network
Know your business and organization:

how it actually works,

who has influence in your organization - formal authority, who
listened to whom, whose work is important, who is plugged in,
who has critical expertise

Know where your group is going

Critical success factors, key matrices, your plans

Map your network

Create your network
Sustain your network

Organizational Politics:

Networking Skills
Building a network
Know your business and organization:
Know where your group is going
Map your web
Contact details: Introduced by: You introduced the contact to:

Self similarity and proximity issues

Create your network

Sustain your network

Organizational Politics:

Networking Skills
Building a network

Know your business and organization:

Know where your group is going
Map your network

Create your network

Who all should be in your network
Do not just focus on people whom you see and work daily
Seek diversity over size
Include adversaries or competitors

Focus on nature of relationship, extent of dependency

Focus on shared activity principle and search for
brokers

Sustain your network

Organizational Politics:

Networking Skills
Building a network
Focus on shared activity principle and search for brokers

Organizational Politics:

Networking Skills
Building a network
Focus on shared activity principle and search for brokers
Making contact

Identify opportunity, take initiative

Both professional and human connection
Aware about cultural context
Contribute all initial energy for the relationship
Be an improving yourself and use your preferred style

Use current members to extend network

Aware about the power of weak ties
Focus on your attitude

Organizational Politics:

Networking Skills
Building a network

Know your business and organization:

Know where your group is going
Map your network
Create your network

Sustain your network

Share dont hoard information

Be a bridge yourself
Build coalitions
Step back and assess relationships periodically
Talk as candidly as possible with the relationship
Avoid unhealthy rivalry

Organizational Politics:

Networking Skills
Essentials for an effective network
To build trust
Your competence
Your track record
Their belief that you know what to do and how to do
Your teams competence is also becoming important

Your character

They check what you are what you intend

Values and standards
How you work with difficult people
Do your colleagues like to interact with you

Organizational Politics:

Networking Skills
Six Myths about Informal Network:

To build better networks we need to communicate more

Everyone should be connected to everyone else

It is a matter of intentional behavior that can be influenced

Central people who have become bottlenecks should make

themselves more accessible

Can be aided by changing the organizational context

How people fit into network is a matter of personality

People should be connected whenever there is a strategic payoff

We cant do much to aid informal networks

To build better networks, focus on who knows what

Burden of providing information and making decision to others

I already know what is going on in my network

They are typically the furthest from reality