The Good Guys And Gals Guide To Office Politics

The Good Guys And Gals Guide To Office Politicsfrom An Article By Mi

Office politics refers to the personal relationships that develop at work. It's often viewed negatively, especially by those who aren't rewarded or promoted. The fact is that some people advance using factors unrelated to talent, knowledge, skills and ability. The issue often manifests itself as "Who you know", not "What you know". It doesn't have to be a bad thing.

Personality is important and some people connect better than others. It's good management practice to reward and promote on merit, of course, but the human element can't be discounted. So, if you're trying to accomplish something for yourself, you have more of a chance to succeed if you adhere to these rules. Rule #1. Nobody wins Unless Everybody Wins.

It's about the team. "We did it", not "I did it". Rule #2. Ask for Opinions-and Shape them. Go after the notoriously hard to please people and solicit their advice/opinion. Be sure to give credit even if you hardly use this advice. Rule #3. EVERYONE EXPECTS TO BE PAID BACK. When a favor is done, acknowledge it. Keep track of it. Return the good turn. If there is no reciprocity, remind the person who owes you that you helped them. Be subtle and don't throw it in someone's face, but you can't do favors (or make concessions) without getting help back. Even when it's an unsaid or automatic consideration, people expect to be paid back, often without having to ask. Rule #4. Success Can Create Oppositions. Stop and look around. See any resentment? Is everyone you need still on board? Start sharing the credit.

Rule #5. Don't Ignore the Aftermath of Success. You have to maintain what you've built. Be sure resources are committed to that maintenance. Keep improving. Reach out to people who may not have been supportive and include them. RECIPROCITY - Program on Negotiation at Harvard Law School - - Be sure to give at the office Posted By Lisa Witzler On October 14, 2009 @ 1:40 pm In Business Negotiations, Daily, Reciprocation tactics are tried and true. Politicians “logroll†votes on pet projects, companies offer free product samples to consumers, and charitable organizations include small gifts when soliciting donations. According to the norm of reciprocity, if you’re nice to me, I’ll be nice in return, and vice versa. In the realm of negotiation, you can gain many benefits from including reciprocation strategies in your toolbox.

Reciprocity can be much simpler and cheaper than formal contract reinforcement mechanisms such as litigation. In many situations, negotiators learn to trust each other through reciprocity, which obligates trustworthiness in return. But not everyone feels comfortable asking for or receiving favors, and it’s hard to know whether an invitation to reciprocate will be accepted or rejected. And what if your counterpart interprets your generosity as a sign of weakness and takes advantage of you? By following these three steps, you can make an invitation to reciprocate that the other side will value and return in kind.

1. Make sure your behavior cannot be attributed to ignorance or chance. The best invitations to reciprocate are intentional acts of true generosity that unambiguously signal kindness. Therefore, when preparing to invite reciprocation, research your potential offer thoroughly before you meet at the bargaining table. Let your counterpart know that you are well informed and that your offer is intentional. If you decide to make a generous offer to a potential employee in a salary negotiation, make sure that she understands your reasons for doing so. You may want your generosity to signal how much you value her skills and to invite above-average effort in return. Clearly, you do not want her to attribute your generosity to lack of knowledge of the market.

2. Make your counterpart feel indebted. To signal your willingness to cooperate, consider making a relatively significant gift or concession in the early stages of talks—but don’t budge if your counterpart fails to return the favor. Instead, continue with a reasonable request that exceeds your true goal, adjusting downward gradually. The ideal concession causes you little harm but provides the other side with valuable benefits.

3. Make your invitations to reciprocate attractive. To ensure that your counterpart will comply with the reciprocity norm, you’ll need to make your offer enticing—materially, psychologically, and socially. Be sure to make the generosity of your offer publicly known, and engage in repeated interactions where reciprocal kindness is also in your counterpart’s long-term interest. Adapted from “Did You Give at the Office? Leveraging the Power of Reciprocity” by Iris Bohnet, Professor, Harvard Kennedy School of Government.

Paper For Above instruction

The dynamics of office politics play a crucial role in career advancement and organizational success. While often associated with negative connotations, understanding and strategically navigating office politics can lead to positive outcomes for individuals and teams alike. Michael Warshaw’s insights from Fast Company illuminate fundamental principles such as teamwork, reciprocity, recognition, and the importance of managing success and opposition. When combined with negotiation strategies like reciprocity, these principles form a comprehensive approach to fostering a collaborative, productive, and ethically conscious workplace environment.

Office politics, as Warshaw discusses, largely hinge on personal relationships and personality compatibility, which can influence promotions and rewards independent of merit. Recognizing this, it is vital for employees to cultivate authentic relationships and to demonstrate social competence alongside technical skills. Building trust through reliable, reciprocal interactions creates a foundation for influence and support. Warshaw’s Rule #1, “Nobody wins unless everybody wins,” emphasizes the importance of teamwork and collective success. This aligns with organizational behavior research highlighting the significance of group cohesion and shared goals in achieving sustainable performance (Lencioni, 2002).

Further, Warshaw advocates for asking opinions and acknowledging contributions, which resonate with the principles of social exchange theory. Engaging peers in decision-making and giving credit fosters a culture of collaboration and mutual respect. This inclusive approach mitigates office politics driven solely by self-interest and helps create an environment where cooperation flourishes. Recognizing the efforts of others and ensuring reciprocity—both in favors and professional support—is a cornerstone of effective political tact (Cropanzano & Mitchell, 2005). The concept that “everyone expects to be paid back” underscores the importance of maintaining balanced give-and-take relationships.

Success, however, can engender resentment or opposition, particularly if others feel overlooked or undervalued. Warshaw’s advice to share credit and to be attentive to the aftermath of success underscores the importance of sustaining positive relationships and managing perceptions. This aligns with the organizational politics literature emphasizing the role of emotional intelligence and political skill in maintaining influence (Ferris, Treadway, et al., 2007). Leaders who actively promote an inclusive atmosphere and distribute recognition foster trust and loyalty, which support long-term organizational health.

Integrating negotiation tactics such as reciprocity further enhances office politics strategies. As Bohnet (2016) elucidates, reciprocity involves deliberate acts of kindness, concessions, and creating mutually enticing opportunities for cooperation. These acts should be well-informed, genuine, and designed to foster ongoing trust. For instance, a manager who offers a generous reward or support early in a negotiation can create a sense of obligation that encourages reciprocal behavior. Likewise, publicly demonstrating generosity and engaging in repeated cooperative interactions reinforce the social norms that underpin effective office politics.

Effective use of these principles and strategies calls for emotional intelligence, strategic kindness, and authentic relationship-building. It requires awareness of social cues and timing, as well as the ability to balance individual and collective interests. When employees and managers prioritize shared success, recognize contributions, manage conflict diplomatically, and employ reciprocity tactically, they can navigate the complex terrain of office politics successfully (Goleman, 1998). Ultimately, ethical and skillful engagement in office politics enhances a workplace's inclusiveness, morale, and productivity, enabling organizations to thrive in competitive environments.

References

• Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.
• Ferris, G. R., Treadway, D. C., et al. (2007). Politics in organizations. Journal of Management, 33(3), 329–343.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Lencioni, P. (2002). The five dysfunctions of a team. Jossey-Bass.
• Bohnet, I. (2016). Did You Give at the Office? Leveraging the Power of Reciprocity. Harvard Kennedy School Press.
• Warshaw, M. (n.d.). The Good Guys And Gals Guide To Office Politics. Fast Company Magazine.
• Secondary scholarly sources exploring office politics, reciprocity, and organizational behavior from reputable journals and books.
• Additional sources to deepen understanding include studies on emotional intelligence, trust-building, and negotiation tactics in organizational contexts.