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Navigating  organizational politics and change Navigating  organizational politics and change

Navigating organizational politics and change - PowerPoint Presentation

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Uploaded On 2018-03-12

Navigating organizational politics and change - PPT Presentation

Aviva LeeParritz MD Chief Department of Obstetrics and Gynecology Boston Medical Center Chair and Associate Professor Boston University School of Medicine objectives Self assessment Understand underpinnings of political intelligence ID: 647752

organization people politics follow people organization follow politics support goals change behavior political intelligence negotiating influence person needed network

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Slide1

Navigating organizational politics and change

Aviva Lee-Parritz, MDChiefDepartment of Obstetrics and GynecologyBoston Medical CenterChair and Associate ProfessorBoston University School of MedicineSlide2

objectives

Self assessmentUnderstand underpinnings of political intelligence Identify tips for negotiating changeIncrease awareness of internal resources for successful leadershipSlide3

Rules of Organizational Politics

1. You ignore organizational politics at your own peril.2. You engage in the politics of your organization at your own peril.3. All organizations are political.

4. You need to get over #3Slide4

WHY IS THIS SO IMPORTANT NOW?

4Slide5

5

“One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors

.“

PlatoSlide6

Developing Political Intelligence

Winner

Martyr

Sociopath

???

Behavior

Helps

Organization Goals

Behavior

Hurts

Organization Goals

Behavior

Helps

Personal Goals

Behavior

Hurts

Personal Goals

Never advance your own interests by harming

your organization

or hurting other people.

6Slide7

THE 4 P’S OF POLITICAL SUCCESS

7Slide8

Power Assessment

Whose cooperation will be needed?

Whose compliance will be needed?

What differences exist that could create conflict or adversarial feelings?

8Slide9

Performance

Say what you are going to do and then do it!If you create a gap between what you say and what you actually do 

Demotivation due to:

W

orking

harder as a result of someone’s actions

S

eeing

the positive results of their work undone by someone else

P

utting

their own interests ahead of that of the organization Slide10

Perception

Ability to get visibilityThere is no value in toiling in obscurityCreates resentmentEveryone wants to be recognized for what they doYou too!Mange emotionsThink before you speakRESIST situations that encourage win-lose situations

10Slide11

Partnerships

11Network, network, network

Fine tune emotional intelligence

Manage up, down and sidewaysSlide12

People are messy

We are creatures of emotions not logicWe are all driven by our own wants, ideas, insecurities and selfishness Any time we work with others, we’re forced to negotiate and compromise (which is rarely easy).

Livelihoods

tied to success

potential for conflict.

Driven

by the need to get along, get ahead and have meaning Slide13

Negotiating Change

ExpectationsIt is a processDo not expect to get it right at the start or all the timeStrength comes from adaptation and handling set backsSure footingBe careful in unfamiliar territoryBuild your credibility (“money in the bank”)Recognize/respect other's negotiable and non-negotiable boundaries

13Slide14

Negotiating change

Know yourselfRecognize your discomfortDecrease self sabotage, Avoid hot buttonsAccept your own strengths leverage themAccept your “less strong” areas (aka weaknesses).

Get help if needed (that is not a weakness!!)

Clarity of purpose for change

Be able to contextualize

Articulate rationale

Keep mission/ needs in focus

14Slide15

New situation

Study and learn how decisions are really made in your organization

Follow the fast-trackers

Learn to be a network connector.

Give to get:

Bring something of value to the relationship.

And talk about it!

15Slide16

16Slide17

17

POWER

INFLUENCE

Independent of person

Wielded

Imposed by authority

Others might not do on own

Continues after person is gone

Others act out of belief

Does not need formal position

Granted

Depends on person

You can build a throne with bayonets, but you cannot sit on it for very long.

--Boris YeltsinSlide18

18Slide19

19Slide20

How do we go about influencing?

Become knowledgeable: Be clear on what you want to achieve Articulate what you are seeking to achieve

Anticipate challenges

Informal support:

Socialize with people you trust

Consider your sources of support

Who are the other potential winners

Campaign

for broad support:

Increase

your sphere of

influence, use your informal supports

Take

your idea to other people which is now supported

Gain

formal approval and become accountable:

Communicate context and support

Take

it to leaders and to get sign off Be accountable20Slide21

THE FIVE LEVELS OF LEADERSHIP

21Excerpt from “The Five Levels Of Leadership”, by John C. Maxwell

POSITION

---

Rights

-

--

People

follow you because they have to

PERMISSION

---

Relationships

-

--

People follow

you because they want to

Production

---

Results

-

--People follow because of what you have done for the organizationPEOPLE DEVELOPMENT---Reproduction

---People follow because

of what you have done for them

PINNACLE---

Respect---People follow because of who you are and what you represent

1

2

3

4

5Slide22

22

Believe in yourselfBe yourselfBe strategicSlide23

My ask of you

234 things I am going to do this year to increase my influence on others. -Amplify something I already am/have

-

Master something new

-Dream big

-Accept incremental progress