Organizational Pollitics

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OP impact on change is important and mainly positive

However, this stance has been challenged by more recent studies over the organisational politics which has given some justification to its biased negative perspective. Some researchers not only acknowledged the existence of OP but also appraised its positive effect. Research suggests that political skills can be invaluable elements during change as they enable individuals to reduce the stress caused by uncertainty and attenuate other negative factors in the work place such as ostracism (Kimura, 2015). Furthermore, engaging in OP is also an opportunity to increase perceived control, job satisfaction and other work outcomes (Harrell-Cook et al, 1999). Positive correlations are identified between employees with high political skills and levels of task performance in particular contextually fit into occupations that require interpersonal skills and social influence (Bing et al., 2011; Ferris et al. 2011). In this perspective, the conflict of interests is common in organisational life but this can be managed and utilised using different political tactics. The effective deployment of politics and power is the key to success of any change project.

OP impact on change is important and can be both positive or negative

The previous arguments have taken a side of politics being either positive or negative, with its impact being constructive or destructive. Some more contemporary articles and studies have promoted that politics can be both positive and negative with the relevance to its perception. This has taken a perspective from the postmodernist, change is a social construct dependant on the discursive interaction between influential entities. (Buchannan, 2003) A qualitative study has suggested that discourse alignment and conflict suppression could lead to change failure. (McMlellan, 2001) Change practitioners should denaturalize the existing meaning, create and promote an alternative sense making process using persuasive methods in order to help to resolve conflicts and gain support for the new discourse. This meaning and discursive practices which are fundamentally political in order to create change (McMlellan, 2011; Oswick ,2015) . The positive perception of politics can be found when an organisational goal is positioned above self-interest. (Alexander, M., & Christoffersen, J., 2004). (When individuals and interest groups are direct or indirect beneficiaries from this goal in the provision of financial rewards, career progression, reputation, self-actualisation (Maslow’s hierarchy of needs). On the other hand, the negative perception is identified when self-interest is placed above organisational goal. When this form of action is mainly serving the minority of the organisation with the perception of hidden agenda, underhand behaviour, politically allied resistant group in order to protect their mutual profit which is again organisational shared visions.

Implications for change practitioners

Change practitioners should recognise the multi-dimensionality and complexity of organisational politics. Due to the significant influence of the OP, practitioners are not advised to simply eliminate or ignore it but rather to identify and contextually judge its nature, whether it is deployed to achieve organisational effectiveness and goal or to serve the personal interest. The former could be constructive and functional, therefore should be perceived as impetuous to change thus should be utilised whereas the latter could be destructive and dysfunctional, thus should be carefully monitored and dealt with. It is important to address that the individual perception towards the political behaviours has the key influence on their response. Therefore change practitioners should develop strategies to nurture a constructively functional political climate and this may be better conducted in ‘a transparent, respect and trust environment’ (Landells, E., & Albrecht, S. L., 2013) and endeavour to utilise the benefit of the constructive functional politics in initiating changes.

Conclusion

In conclusion, there is no doubt that organisational politics is a common phenomenon in every organisation, for good or for ill. It is considered to be overstated or an unnecessary distraction only if a purely rationalist or consensualist view is taken. Although this perspective has its limitation as it ignores the humanistic factor.

Although further research is required to further operationalise the definition and measures of OP, politics has a significant impact on the change management process. Both positive and negative political behaviours can be observed in the change, the provision that positive politics supports change and helps reducing resistance and negative politics it is detrimental and can not be ignored as it can lead to major problems for the change.

Overall, the change practitioners cannot afford to eliminate or ignore the impact organisational1 politics but rather to identify and employ constructive political approaches in order to achieve the planned changes whilst ethical considerations should also be given.

Bibliography

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Buchanan, D., & Badham, R. (2008). Power, Politics, and Organizational Change: Winning the Turf Game. Sage.

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Carr, D. K., Hard, K. J., & Trahant, W. J. (1996). Managing The Change Process: A Field Book for Change Agents, Consultants, Team Leaders, and Reengineering Managers. New York: McGraw Hill Professional.

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Landells, E., &