How Politics Kills Organisational Performance

Politics can be defined as the actions associated with people or groups arriving at decisions or forming a consensus, which in part is influenced eventually by the majority, upon which a person steers and influences others to strengthen the force of their own opinions or convictions upon people, who have no specific feelings or thoughts on the subject in consideration.

Politics is used to increase the power of relationships with others, either as single people or groups, to influence the distribution of resources or status. Many different methods are used in politics to control the distribution of physical resources, typically items of perceivable permanent or temporary value, or to increase the status of a person or group to the detriment of other people or groups.

The methods used to influence the political landscape will include promoting one's views by controlling others, negotiating with or against other political issues, invoking laws, and exercising coercion, including warfare against adversaries.

Politics is exercised within organisations by directors, team leaders, and staff in social interactions at various levels, multiple times, and with varying degrees of force. In politics concerning government, people form themselves into political parties, allegiances, or groups to present their views of the world, thoughts, ideas, or stances on issues.

Members often agree with others in the group on their positions on many topics and support other group members to ensure that their opinions prevail over other people's equally valid but differing opinions and views.

Democracy is based on the belief that people have the freedom to speak, express their opinions and take any reasonable action to influence the thoughts of others, with the warning that any such reasonable action is within the confines of social boundaries, the law and that they do not disrespect or affect an injustice upon others.

In government, democracy preserves an environment where others are respected, protecting human rights and fundamental personal freedoms. In this environment, everyone can equally and freely express their thoughts, and free speech is protected.

In countries where democracy is practised, people have the right and enjoy the direct authority to think, deliberate, talk freely, choose governing officials, decide upon legislation and how valued resources are distributed, authority is shared or delegated, and status is rewarded.

Democracy confers the divine right to all in terms of the freedom of association, of assembly, to own personal property, practice their choice of religion, and to give their consent to be governed through the right to vote, with the freedom of unwanted governmental deprivation of the right to liberty, life and rights, no matter how much in the minority people might be.

Every organisation has a hierarchy of people, thoughts, directors, team leadership, and power, which is unevenly distributed throughout the organisation, often in places where they are least expected. Specific parts of the hierarchy are more likely to seek power and status than others. This will vary between organisations, industries, and geographical locations.

However, pursuing power and status is considered workplace political behaviour. Organisational politics refers to the personal agenda that directors, team leaders, and staff utilise within an organisation and the manoeuvring and activities they take part in to assemble the power to act in a way they see fit by increasing their status amongst others, gathering the resources and authority to function, and achieving or gaining a desired outcome.

The act of politicism takes place when a person or group of people assume the necessary actions to impose their own will at the expense of others, which may or may not be in the best interests of other people, and they convey information that might or might not be truthful.

They may cast a different impression upon an issue, hide or influence the group majority about the true implications of a problem, or steer others to a conclusive course of action that does not resolve the issue but furthers the power and status of those who look to influence others for their pecuniary advantage.

Understanding the causes of organisational politics aids in the reduction of the adverse or dysfunctional effects of politicism to support colleagues in engaging in more favourable political behaviours that help organisational stakeholders. The goals of organisational politicism include the following:

• Furtherance of personal goals and aims,

• The building of powerful allies and networks.

• The need for recognition, usually as the result of personal insecurities.

• Self-interest and protectionism.

• Developing and managing invaluable connections.

• Money and financial rewards.

Organisational politics occur in most, if not all, organisations. These complex social networks interconnect horizontal relationships between teams and vertical connections between directors, team leaders, and staff. Defining where a political stance lies, its direction and the overall understanding of the political landscape within an organisation can be challenging.

Colleagues experience the impact of organisational politicism, positive or negative, throughout their work. Politicism can occur when gathering information for political reasons by engaging in office gossip or joining and acting as part of a group to manipulate others.

In contrast, others will use politics to climb the corporate ladder, to be seen as productive and efficient and to curry favour with potential partners who have the power to further a person’s personal goals and aspirations. The characteristics of politicism will include some or all of the following:

• Self-Promotion: When people act purely to further their career without regard for its impact on others, including taking credit for the results of others, showing others up publicly as being foolish or unintelligent and putting people down to bolster their self-image or increase their self-worth.

• Office Politics: Occurs when colleagues or groups try to influence other stakeholders through manipulation, persuasion, pressure, or influence. This can positively influence those sceptical of a course of action to get them on board with a project or vision. However, the negative impact is that it can cause disagreements, leading to increased tension if people believe that a change of mind concerning an issue is at the expense of others.

• Territorialism: When colleagues become obstinately attached to a specific role or position within an organisation, in which they undertake the role entirely or all of the tasks associated with a role themselves. Typically, this might be a team leader who will only hand over the reins of a project once it has been completed.

• Factionalism: Seen when a group of people becomes disjointed in their thoughts and beliefs in the way that the goals and aims of the group should be achieved or completed. It becomes difficult to steer and manage tasks when common interests become disjointed. The larger group splits into smaller groups to form alliances in which the aspirations of the splinter groups do not align with the leading group's goals and aims. This can increase the innovation and agility of the leading group, but can have negative consequences where splinter groups commit to achieving the goals and aims of the group in diverse ways.

• Gatekeeping: Colleagues whose position or influence in an organisation gives them a degree of power to block or control access to resources or people who have the authority to preserve and support their power to avoid confrontation and being challenged. This stifles innovation and entrepreneurialism, which stops others from performing at higher levels or their best.

Sometimes, it may require a few intense moments or difficult conversations to discern the political situation. However, it is essential to remember that such actions often result in conflict. Taking mental note of the support for various projects and initiatives can prove beneficial. Similarly, paying attention to one's ability to show rapport with colleagues can also be helpful, no matter how difficult or dysfunctional other people's views may appear. 

This approach, grounded in common sense, may appear straightforward. Nonetheless, complications can quickly arise within a group setting. The more crowded or diverse an office space, the higher the likelihood of unintentional clashes between colleagues. Such clashes may go unnoticed until after the fact. 

Conflict can arise when individuals lack access to information, leading to frustration, misunderstanding and anger. Conversely, an excess of information in the workplace can also give rise to conflict, as colleagues become blinded by the excess of high volumes of information and fail to digest it. In such cases, colleagues can experience intense feelings of emotions centred around the following:

• Jealousy: If one colleague perceives another as a favourite or more competent, it can easily foster resentment. This is particularly true when their director or team leader does not try to conceal their favouritism or actively engages in preferential treatment of one person over another. Such dynamics can have a detrimental impact on workplace morale. Favouritism should never be tolerated, especially within an office where collaboration is crucial for success.

• Organisational Change: When new appointments are made at senior management levels, colleagues often try to outshine one another by highlighting their skills or speaking ill of their colleagues. This behaviour can fuel competition, which typically has negative consequences for the organisation.

• Limited Promotion Opportunities: When only a few positions are available for people to seek advancement, with many individuals vying for the limited opportunities, progress and advancement can take time and effort. As a result, colleagues often belittle others to make their contribution, even if ordinary or below standard, seem better than others. This approach may result in more promotions for those who are forward-thinking and seize every opportunity at the expense of better-qualified and suitable candidates, reducing the organisation's performance.

• Laziness: colleagues sometimes look for shortcuts in seeking promotion and advancement without putting in the effort or undertaking the full responsibility of their duties. Organisational politics are a way to grab the limelight or remove people when the authority of directors or team leaders is challenged, their insecurities are exposed, or they are shown as incompetent or lacking in the skills, knowledge or experience required to undertake their role within the organisation.

• Unknown Career Path: If advancement comes for arbitrary reasons, colleagues may need clarification or mentoring to increase their recognition and skills. Not knowing these vital factors can lead to increased anxiety that is unproductive for colleagues and the organisation.

• Stagnant Organisation: When there is no competition, accountability, or leadership in an organisation, its directors, team leaders, and staff will often become lethargic, and colleagues will feel as if they do not need to perform as hard, leading to a lowering of organisational performance. This usually leads to inferior customer service levels, higher costs, loss of organisational direction, innovation, spontaneity, and free-thinking across an organisation to resolve issues and increase customer service.

The lack of motivation can adversely affect productivity on all levels. If directors, team leaders, and staff are unmotivated, everyone else will likely follow suit, resulting in decreased colleague and team efficiency and effectiveness with little or no progression towards their goals. The adverse effects of organisational politics include tension, dissatisfaction, and low morale.

In contrast, the positive effects of organisational politics include improved performance and motivation among directors, team leaders, and staff. The reality is that it can go either way, depending on how an organisation uses this tactic, the common adverse side effects of which might include:

• Increased Stress: Stress comes from the constant fear of the unknown and the threat of directors, team leaders, and staff losing their jobs.

• Decreased Productivity: Directors, team leaders, and staff caught up in organisational politics pay less attention to their work and other commitments.

• Low Concentration Levels: Directors, team leaders, and staff preoccupied with personal agendas are less likely to perform at their best.

• Cynicism: can lead to low morale, lower productivity, and dissatisfaction.

• High Staff Turnover: Directors, team leaders, and staff who excel at what they do but leave an organisation because of its politics may result in a lack of qualified colleagues or a loss of organisational knowledge and experience.

• Demotivated Staff: Undeserving directors, team leaders, and staff succeeding or engaging in toxic work practices could leave the rest of an organisation's colleagues feeling demotivated and demoralised.

• Miscommunication: Organisational politics thrive on manipulation, leading to a prevalence of miscommunication. Directors and team leaders are often provided with edited versions of events, while colleagues are kept out of the loop.

• Decreased Productivity: The organisation's overall performance suffers due to the negativity caused by lousy office politics.

• Resentment: Colleagues resent their directors, team leaders, and the organisation.

Bad office politics occur when people in power and trust use their influence for personal gain. Unfortunately, backstabbing, gaslighting, and the formation of unhealthy cliques are common in office environments. Individuals cannot avoid corporate politics, regardless of their position within the office. It is a reality that must be acknowledged.

While the concept may be intimidating, navigating office politics can help individuals support personal power and better understand their work system. Business politics primarily revolves around social dynamics, including how individuals interact with others, whom they interact with, and when to choose their battles.

Whether or not one enjoys participating in office politics, they are an unavoidable aspect of work. However, they do not have to be negative. When responsibly managed, the flow of information, power, and influence within the workplace can be utilised for personal and collective benefit. The following examples show how this can be achieved:

• Maintaining a Positive Outlook: While everyone has bad days, directors, team leaders, and staff who feel demotivated and unhappy are not well-received. Working excessive hours can be mentally and physically exhausting, but complaining in a non-constructive way can be distracting to others. By keeping a cheerful disposition, individuals can increase their likability and find collaborating easier with colleagues.

• Developing Soft Skills: Soft skills are essentially nuanced social skills. They encompass the ability to listen well, operate effectively as a collaborator, and communicate healthily, which are crucial skills in the workplace. Enhancing one's emotional intelligence and other people's skills allows colleagues to navigate office politics more easily.

• Building Positive Work Relationships: Coping with corporate politics becomes easier when individuals establish solid and positive relationships with their colleagues. Loyalty and friendship can significantly contribute to success. In social politics, creating a support network that helps oneself and others ensures that social connections can be relied on during challenging times.

• Speaking With Confidence: Showing bravery and making one's voice heard can be challenging. However, the skill to stand up for oneself and others when faced with unfair treatment is extremely valuable. Speaking up highlights the strength and spirit of conviction that discourages office bullies from targeting colleagues.

• Understanding and Building Formal and Informal Networks: Business politics can be divided into two main network types: formal and informal. The formal network encompasses job titles and official positions of authority, such as directors, team leaders, or interns. On the other hand, the informal network refers to the subtle yet influential positions of power that colleagues may hold behind the scenes. Gaining an understanding of both networks is crucial for effectively navigating each one.

• Maintaining Professional Relationships: While being friendly with colleagues to foster a sense of belonging, it is equally vital to be professional. Striking a balance between being sociable and oversharing personal information is critical. Revealing too much about oneself may leave individuals vulnerable to others potentially using it against them. Therefore, supporting a friendly yet professional stance and setting clear boundaries are advisable to prevent colleagues from taking advantage.

One should strive to understand the power dynamics within their organisation and learn how to navigate them positively. By comprehending the political landscape, individuals can thrive and find it easier to succeed by utilising their knowledge to support organisational goals and their team.

Regrettably, many authoritative figures exploit their positions to bully or manipulate others, resulting in a toxic workplace dynamic. Learning to find and manage negative office politics is crucial to cultivating a stronger workplace position and supporting others when needed. The following steps can assist organisations in dealing with detrimental office politics:

• A Positive Organisational Culture: A positive organisational culture is the foundation for a functional and content workplace. The development of such a culture nurtures work motivation and fosters healthy colleague engagement. Additionally, it instils pride and value in one's role within the organisation. Organisations can create a positive culture by proactively expecting and addressing colleagues' needs and supplying equal growth opportunities. Organisations promote good office politics by cultivating a positive work environment while safeguarding vulnerable colleagues from hostile intentions.

• Encouragement of Open Positive Communication: Promoting positive and open communication is crucial for supporting healthy business politics. Clear communication ensures that colleagues feel treated fairly and with respect. Healthy communication reduces the likelihood of conflicts arising by diminishing the potential for spreading misinformation. Furthermore, effective communication helps to build trust, fostering positive social networks and strong colleague relations.

• Focus on Organisational Goals: Cooperation and teamwork play a significant role in healthy corporate politics. Promoting team activities and generating excitement about an organisation's goals helps end toxic dynamics and boost workplace morale simultaneously. While it is crucial to address immediate concerns, encouraging colleagues to look beyond the present ignites team spirit and reduces the likelihood of unnecessary conflicts.

• Assess an Organisation's Structure: An organisation's structure should be assessed regularly to ensure effectiveness. Organisations may only sometimes be aware of an unhealthy hierarchy that can make colleagues feel ignored and controlled. Whether the workplace structure is top-down or bottom-up, conducting an organisational structure assessment is crucial. With changes in management approaches due to the arrival and departure of directors, team leaders and staff, an organisational structure assessment can lead to necessary adjustments in how an organisation works.

• Reward the Right People: It is essential to reward colleagues without involving favourites. When colleagues feel overlooked, jealousy can arise, leading to discontent. Incentivising productivity through rewards is a valuable strategy. However, those with the power to distribute recognition must ensure that personal agendas or emotions do not influence their judgment. Directors and team leaders should strive to distribute praise as evenly as possible among colleagues, support a sense of fairness, and show specific criteria for when rewards are given.

Directors and team leaders must be aware of their actions in a managerial role to prioritise the technical aspects of their positions, such as prompt task execution and cultivating positive relationships with colleagues. This includes effective collaboration, respectful communication, and supporting a personable demeanour. By doing so, trust can be fostered among colleagues, ultimately mitigating the negative impacts of organisational politics. 

Directors and team leaders who use politicism to influence the distribution of resources or status to further their means within an organisation will always be outed in the long run, as they unfailingly and arrogantly believe they are invincible to the rules of natural justice. The only regret is that, in some cases, it takes longer for an organisation to rid itself of such people than it should. In all cases, arrogance always trips them up.

Regretfully, directors and team leaders who choose to use politics to increase the power of their relationships with others to influence the distribution of resources or status for their gain often need to remember that their colleagues can easily see and understand their actions. Even more regrettable is that organisations fail to rid themselves of such people, as they lack the political will or ability to take the appropriate actions.

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