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after leadership trait, particularly during tumultuous periods. Political savvy, coupled with ethical conduct, is essential for leaders who must navigate through challenges without compromising their moral compass. The political climate can be highly fluid, and it is the adherence to ethical standards that steadies the... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.492 | 0.844 | ["ethics", "leadership", "crisis"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.423061 | [
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e a lapse in ethical judgement amidst political maneuvering had detrimental effects. The downfall of Enron is a classic instance where unchecked corporate politics led to one of the largest bankruptcies in American history. Forging Ahead with Ethical Guidelines Developing political acumen doesn't negate the necessity f... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.569 | 0.83 | ["ethics", "strategy"] | 472 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.423223 | [
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lp immunize against potential reputational risks. Engagement with think tanks such as the Brookings Institution can provide valuable insights into embedding ethical considerations within corporate governance structures. Conclusion Integrating ethics tightly into the fabric of corporate politics is not just about avoidi... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.463 | 0.83 | ["ethics"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.423353 | [
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integrity, thus ensuring that political strategies align with the broader, societal definition of good. Case Studies: Politics Redefining Business Outcomes Understanding the Impact of Politics on Corporate Success While many shun the concept of politics in corporate settings, savvy leaders know that strategic navigatio... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.531 | 0.85 | ["leadership", "strategy", "ethics", "war_conflict"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.423472 | [
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nternal politics on the fate of companies is an intriguing tale of power and influence. Let's explore how politics have shaped the destinies of well-known businesses, providing us with invaluable lessons on political acumen. Realpolitik in Boardroom Battles Take, for example, the dramatic ousting of a Fortune 500 CEO d... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.493 | 0.84 | ["networking", "war_conflict", "diplomacy", "philosophy"] | 460 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.423602 | [
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ealed the importance of forming strong alliances. As reported in a Harvard Business Review case study, shareholder support swayed decisively in favor of the opposition when it became public that the CEO's vision clashed with market expectations and the cultural ethos of the company. This underscores the significance of... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.585 | 0.844 | ["leadership", "strategy", "networking", "diplomacy", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.423721 | [
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in mergers and acquisitions offer another rich area of study. A notable case is the acquisition strategy of a tech giant, which seemed promising on paper but encountered resistance due to cultural and operational differences. Studies by management consulting firms have shown that the success rate of mergers improves dr... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.385 | 0.854 | ["strategy", "management", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.423891 | [
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cials and enters the realm of cultural and political compatibility. Political Savvy as a Leadership Trait Renowned political gurus in business, like Jack Welch and Indra Nooyi, demonstrate how political astuteness can lead to successful transformations. Their ability to navigate complex political landscapes within thei... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.442 | 0.82 | ["leadership", "philosophy"] | 429 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.425152 | [
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a key factor in their transformative leadership. Books like 'Power Plays: How to Negotiate, Persuade, and Finesse Your Way to Influence in Any Situation' by Timothy R. V. Foster offer a deep dive into strategies that can shape corporate landscapes. The Politics of Organizational Change Revolutionizing a company's opera... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.475 | 0.828 | ["leadership", "strategy", "negotiation", "philosophy"] | 418 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.425320 | [
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requires the political will to implement change. The story of how one CEO implemented a revolutionary change process showcases the necessity for garnering political capital. It involved aligning diverse, and often conflicting, interest groups toward a common vision. Reports in journals such as the Journal of Change Man... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.453 | 0.822 | ["management", "war_conflict", "strategy"] | 422 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.425463 | [
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critical to the success of organizational change. Championing Innovation against Conservative Opposition Innovation can often threaten the status quo, leading to political resistance. A vivid example is a disruptive product that initially faced opposition from within a company due to fear of cannibalizing existing prod... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.478 | 0.828 | ["innovation", "leadership"] | 465 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.425608 | [
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ion' through the experiences shared by Clayton M. Christensen, overcoming internal political hurdles is essential for companies to pivot successfully and lead markets. Influencing Without Authority: Political Strategies for Mid-Level Managers The Art of Influencing When You Lack Direct Power In the matrixed labyrinth o... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.491 | 0.812 | ["management", "communication", "strategy", "rhetoric"] | 412 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.425733 | [
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ften find themselves at a strategic disadvantage. With authority levels that are neither here nor there, they must cultivate a knack for influencing up, down, and across the organization without the traditional levers of power. Think of this influence as the subtle threads woven into the fabric of corporate strategy, v... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.425 | 0.858 | ["strategy", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.425849 | [
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the absence of formal authority is political capital. Garnering respect, trust, and goodwill from peers and upper management can bankroll endeavors that might otherwise exceed your organizational pay grade. A study by the Oxford University Press points to 'political skill' as a critical competency for success within pr... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.457 | 0.844 | ["education", "strategy", "management", "career", "salary"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.425960 | [
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rsements secure buy-in for strategic initiatives. Strategic Alliances and Coalitional Building Just as nations form alliances to amplify their influence on the global stage, savvy managers understand the power of strategic partnerships within their own miniature polities. By aligning with stakeholders who possess the c... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.573 | 0.83 | ["strategy", "management", "networking", "diplomacy", "war_conflict"] | 472 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426069 | [
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ll beyond the confines of their immediate circle. Joe Biden, during his vice-presidential tenure, exemplified this approach, forging strong relationships to advance his legislative agenda even before assuming the presidency. Navigating Beyond Your Niche with Persuasive Communication Effective persuasion is a blend of a... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.59 | 0.822 | ["communication", "networking", "rhetoric"] | 439 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426165 | [
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diverse motives and incentives of your audience. Political maneuvering with finesse involves tailoring your message, resonating with your audience’s values, and presenting data in a way that underscores the mutual benefits of your proposals. The right touch of emotional intelligence can transform skeptical stakeholders... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.424 | 0.844 | ["strategy", "ethics", "salary", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426250 | [
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n yet understood by those who have mastered the political landscape. This tacit knowledge encompasses understanding the do's and don'ts that govern the dynamics at play. Reports by CBS News and other media outlets frequently unravel political scandals where unwritten rules have been violated, reminding us that awarenes... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.436 | 0.822 | ["war_conflict", "education"] | 415 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426340 | [
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uccessful political navigation within any entity. Conflict Resolution and Negotiation Tactics Potential conflicts are inevitable in any decision-making process. The district attorney Fani Willis's handling of the Stormy Daniels and Donald Trump hush money trial echoes the importance of strategic negotiation and conflic... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.59 | 0.834 | ["war_conflict", "negotiation", "strategy", "management", "decision_making"] | 489 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426449 | [
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ion into opportunity and adversaries into allies. Leveraging Data and Social Proof for Political Leverage Data-driven arguments often speak louder than hierarchical power. For mid-level managers, presenting well-researched data and case studies can provide the objective backbone needed to support their strategic propos... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.411 | 0.838 | ["strategy", "management", "education", "rhetoric"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426533 | [
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ink tanks, lend an authoritative voice to otherwise overlooked opinions. It’s not just about what you know; it’s about how you substantiate it. Conclusion In conclusion, effective strategy in the game of corporate politics for the mid-level manager is less about holding the reins of power and more about weaving a web o... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.646 | 0.858 | ["strategy", "management", "networking"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426616 | [
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erhouses within their organizations, capable of driving strategy even without the title. The Intersection of Public Opinion and Company Policy Shaping Company Policy in Response to Public Sentiment The delicate dance between public opinion and corporate policy is one that requires both finesse and deliberate intent. In... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.381 | 0.842 | ["strategy"] | 463 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426699 | [
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hift quickly and is more potent than ever before. It influences market trends, impacts stakeholder confidence, and shapes legislative environments. Smart businesses stay attuned to these shifts, acknowledging that the very social fabric they operate within holds significant sway over their strategic decisions. Politica... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.555 | 0.836 | ["strategy", "decision_making", "education", "philosophy"] | 501 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426789 | [
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ls, which sparked significant public controversy. While this is an extreme example of personal allegations influencing public opinion, it underscores the amplifying power of media in political and legal arenas. As detailed in CBS News reports just hours ago, potential legal proceedings, like the hush money trial, can e... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.394 | 0.842 | ["crisis"] | 490 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426883 | [
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only prominent cases that necessitate a response. District Attorney Fani Willis’ investigation into election-related actions demonstrates how state-level political shifts can provoke national dialogue, prompting organizations to reassess their standing with public sentiment on issues such as election integrity or polit... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.417 | 0.836 | ["education", "ethics"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.426967 | [
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company policy is visibly clear, particularly in debates around curriculum influenced by political views. Public school systems are often a microcosm of larger societal battles, with recent examples including disputes over the inclusion of certain historical perspectives. This has led companies to critically examine th... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.4 | 0.83 | ["education", "ethics", "war_conflict"] | 466 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.427060 | [
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values rather than a singular political ideology. From the White House to the Boardroom When President Joe Biden took office, a palpable shift in government priorities mirrored a similar pivot in corporate strategies. Climate change initiatives, social justice directives, and economic equity considerations began to app... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.598 | 0.844 | ["strategy", "ethics", "governance", "social_justice", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.427610 | [
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olitical climate, aiming to maintain public favor and, by extension, customer loyalty. Listening to the Vox Populi Facing the crosswinds of politics and public sentiment, burgeoning leaders are finding that their influence extends beyond their immediate spheres to a wider stage. Political strategies for mid-level manag... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.636 | 0.826 | ["leadership", "management", "war_conflict"] | 449 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.428290 | [
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ates and modulating corporate voice in alignment. After all, a single tweet, a protest, or a viral social media campaign can forever alter a company's standing with the public—a lesson many organizations have learned the hard way. The Ripple Effect of International Episodes Internationally, the volatile situation betwe... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.443 | 0.836 | [] | 462 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.428837 | [
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ust navigate complex political landscapes wisely. The responses from businesses around the globe exhibit varying levels of engagement, from vocal support for one side to calls for peace and humanitarian aid, each approach informed by the prevailing public opinion and a company's unique geopolitical positioning. In conc... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.438 | 0.846 | ["diplomacy", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.428983 | [
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interface between public sentiment and operational strategies remains a powerful tool in the arsenal of the astute business leader. Predicting Political Moves: Tools and Frameworks for Strategic Foresight The Significance of Forecasting Political Dynamics in Business Strategy In the bewildering maze of corporate maneuv... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.611 | 0.814 | ["strategy", "leadership"] | 418 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.429514 | [
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is tantamount to possessing a strategic compass. As leaders jockey for position and influence, understanding the forces that drive internal politics becomes not just an asset but a necessity. Politics set the stage upon which power plays are performed and alliances are forged or broken; appreciating this will magnify a... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.646 | 0.858 | ["leadership", "strategy", "networking", "diplomacy", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.429610 | [
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ilable for leaders who want to peer into the political crystal ball. Environmental scanning, stakeholder analysis, and scenario planning empower strategists to track potential influences on organizational direction. By utilizing these frameworks, decision-makers can evaluate political currents and emerging patterns tha... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.614 | 0.83 | ["strategy", "leadership", "decision_making"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.429716 | [
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ience and art; it requires anchoring anticipatory thinking with a firm grip on factual intelligence while remaining attuned to the subtleties of political undercurrents. Gathering intelligence through political analysis reports and then synthesizing this data with an intuitive understanding of human behavior and organi... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.447 | 0.828 | ["education"] | 460 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.429791 | [
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and Case Studies There's wisdom in the trenches. Political veterans provide invaluable insights through their narratives and experiences. These seasoned professionals, having navigated countless political skirmishes, emerge with a wealth of knowledge—becoming an indispensable resource for those seeking to understand an... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.599 | 0.824 | ["education", "career", "economy"] | 497 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.429865 | [
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ve on successful and failed political strategies. Companies can leverage these learnings to anticipate political moves and their subsequent impact on strategy. Cultivating Networks: The Subtle Power of Relationships Relationships are the currency of corporate politics. Cultivating a robust network both inside and outsi... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.647 | 0.838 | ["networking", "strategy", "leadership", "diplomacy", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.429947 | [
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a bellwether for potential strategic pivots, offering glimpses into how power dynamics might evolve. Conclusion: Towards a Politically Savvy Strategic Compass In summation, strategic navigation through the realm of corporate politics is not for the faint of heart. It requires an intricate balance of analytical insight,... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.643 | 0.84 | ["strategy", "leadership", "networking", "war_conflict"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.430024 | [
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cs to beneficially shape their company's strategic horizon. Published on 09/05/2024 • Updated on 10/01/2025 by Trevor Newbury-Cobbold | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.539 | 0.586 | ["strategy"] | 134 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.430101 | [
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13.3 Political Behavior in Organizations How do managers cope effectively with organizational politics? Closely related to the concept of power is the equally important topic of politics. In any discussion of the exercise of power—particularly in intergroup situations—a knowledge of basic political processes is essenti... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.473 | 0.85 | ["management", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.637360 | [
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maintaining, and using power in intergroup relations. Finally, we look at ways to limit the impact of political behavior in organizations. What Is Politics? Perhaps the earliest definition of politics was offered by Lasswell, who described it as who gets what, when, and how. 15 Even from this simple definition, one can... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.621 | 0.842 | ["war_conflict"] | 452 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.637680 | [
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er the allocation of scarce and valued resources. Politics represents one mechanism to solve allocation problems when other mechanisms, such as the introduction of new information or the use of a simple majority rule, fail to apply. For our purposes here, we will adopt Pfeffer’s definition of politics as involving “tho... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.439 | 0.86 | ["philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.637817 | [
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ion in which there is uncertainty or dissensus about choices.” 16 In comparing the concept of politics with the related concept of power, Pfeffer notes: If power is a force, a store of potential influence through which events can be affected, politics involves those activities or behaviors through which power is develo... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.581 | 0.848 | ["decision_making", "education"] | 445 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.637945 | [
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t rest; politics is the study of power in action. An individual, subunit or department may have power within an organizational context at some period of time; politics involves the exercise of power to get something accomplished, as well as those activities which are undertaken to expand the power already possessed or ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.457 | 0.87 | ["education"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.638133 | [
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iated for the purpose of overcoming opposition or resistance. In the absence of opposition, there is no need for political activity. Moreover, it should be remembered that political activity need not necessarily be dysfunctional for organization-wide effectiveness. In fact, many managers often believe that their politi... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.459 | 0.854 | ["management"] | 507 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.638288 | [
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that politics, like power, is not inherently bad. In many instances, the survival of the organization depends on the success of a department or coalition of departments challenging a traditional but outdated policy or objective. That is why an understanding of organizational politics, as well as power, is so essential ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.515 | 0.824 | ["management"] | 423 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.638473 | [
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rary organizations are highly political entities. Indeed, much of the goal-related effort produced by an organization is directly attributable to political processes. However, the intensity of political behavior varies, depending upon many factors. For example, in one study, managers were asked to rank several organiza... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.483 | 0.846 | ["decision_making", "management", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.638640 | [
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r) were those involving interdepartmental coordination, promotions and transfers, and the delegation of authority. Such decisions are typically characterized by an absence of established rules and procedures and a reliance on ambiguous and subjective criteria. On the other hand, the managers in the study ranked as leas... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.412 | 0.84 | ["decision_making", "management", "interview", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.639551 | [
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established policies, procedures, and objective criteria. On the basis of findings such as these, it is possible to develop a typology of when political behavior would generally be greatest and least. This model is shown in Exhibit 13.5 . As can be seen, we would expect the greatest amount of political activity in situ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.437 | 0.84 | [] | 444 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.639703 | [
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n among employees or groups for scarce resources. The least politics would be expected under conditions of low uncertainty and complexity and little competition among employees over resources. Exhibit 13.5 Probability of Political Behavior in an Organization Source: Adapted from “The Use and Abuse of Corporate Politics... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.61 | 0.672 | [] | 413 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.640394 | [
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printed from Business Horizons, March–April 1987. (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license) Reasons for Political Behavior Following from the above model, we can identify at least five conditions conducive to political behavior in organizations. 19 These are shown in Table 13.2 ,... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.611 | 0.668 | ["education", "philosophy"] | 417 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.640511 | [
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nditions include the following: Ambiguous goals . When the goals of a department or organization are ambiguous, more room is available for politics. As a result, members may pursue personal gain under the guise of pursuing organizational goals. Limited resources . Politics surfaces when resources are scarce and allocat... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.45 | 0.848 | ["decision_making"] | 473 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.640585 | [
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... | ||
’s “share.” Changing technology and environment . In general, political behavior is increased when the nature of the internal technology is nonroutine and when the external environment is dynamic and complex. Under these conditions, ambiguity and uncertainty are increased, thereby triggering political behavior by group... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.566 | 0.826 | ["decision_making", "philosophy"] | 466 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.640690 | [
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e between programmed and nonprogrammed decisions. When decisions are not programmed, conditions surrounding the decision problem and the decision process are usually more ambiguous, which leaves room for political maneuvering. Programmed decisions, on the other hand, are typically specified in such detail that little r... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.482 | 0.836 | ["decision_making", "strategy"] | 491 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.640767 | [
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ategic planning decisions. Organizational change. Periods of organizational change also present opportunities for political rather than rational behavior. Efforts to restructure a particular department, open a new division, introduce a new product line, and so forth, are invitations to all to join the political process... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.436 | 0.838 | ["strategy", "decision_making"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.641496 | [
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echnologies, and sophisticated and unstable external environments, it seems reasonable to conclude that a large proportion of contemporary organizations are highly political in nature. 20 As a result, contemporary managers must be sensitive to political processes as they relate to the acquisition and maintenance of pow... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.469 | 0.83 | ["philosophy", "management"] | 451 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.641597 | [
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ard operating procedures (SOPs) in organizations. Actually, such policies are frequently aimed at reducing the extent to which politics influence a particular decision. This effort to encourage more “rational” decisions in organizations was a primary reason behind Max Weber’s development of the bureaucratic model. That... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.403 | 0.832 | ["decision_making", "philosophy"] | 453 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.641664 | [
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to political efforts, as shown in Exhibit 13.6 . This is true primarily because such actions reduce the uncertainties surrounding a decision and hence the opportunity for political efforts. Conditions Conducive to Political Behavior Prevailing Conditions Resulting Political Behaviors Ambiguous goals Attempts to define ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.468 | 0.84 | ["decision_making"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.641730 | [
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uncertainty for personal gain Nonprogrammed decisions Attempts to make suboptimal decisions that favor personal ends Organizational change Attempts to use reorganization as a chance to pursue own interests and goals Table 13.2 (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license) Exhibit 13.... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.574 | 0.836 | ["decision_making", "education", "networking"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.641809 | [
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C BY-NC-SA 4.0 license) Exhibit 13.7 Open Office Corner Office Corner offices are considered desirable because they have windows on two exterior walls, as opposed to a typical office with only one window or none at all. They are usually assigned to the head of the organization or division. The open office concept has b... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.355 | 0.864 | ["strategy"] | 471 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.641878 | [
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aper records of a fixed phone or office computer. Having no walls, no doors, and shared workspaces is designed to achieve increased communication and flow of ideas amongst employees, but there is concern that an open concept decreases employees' job satisfaction and decreases privacy, which also affects productivity. (... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.506 | 0.846 | ["communication", "innovation", "career", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.641946 | [
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litics in Performance Appraisals Developing a strategy for a performance appraisal is an important step for any company, and keeping out political bias is a main concern as well. Unfortunately, many times there is no way around bringing some bias into a performance appraisal situation. Managers often think of the impac... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.4 | 0.85 | ["philosophy", "strategy", "management", "networking", "career"] | 455 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.642032 | [
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and what it means for their career in the future. There are a lot of games played in the rating process and whether managers admit it or not, they may be guilty of playing them. Many companies, such as Adobe, are looking at ways that they can revamp the process to eliminate potential biases and make evaluations fairer.... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.402 | 0.868 | ["management", "career", "philosophy"] | 490 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.642117 | [
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that there needed to be a cultural shift as well. It announced the “Check-in” review process to allow for faster feedback, as well as an end to their outdated annual review process. With the faster-paced reality of their product cycles and subscription-based model in technology, this made complete sense. This process e... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.514 | 0.838 | ["communication", "management"] | 439 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.642784 | [
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o become the norm between managers and employees. They were able to have frequent candid conversations, approaching the tough subjects in order make improvements rather than waiting until an annual review and letting bad performance go unchecked or good performance go unnoticed. Eliminating a once-a-year cycle of revie... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.581 | 0.854 | ["philosophy", "management"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.642888 | [
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ide their employees to better the outcome rather than worrying about having a tough conversation and the bad result that may follow—and having to live with the fallout. Employees also are given chances to provide feedback and their own personal evaluation, which then is discussed with the manager. They review the items... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.527 | 0.872 | ["management", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.642956 | [
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to reduce the insertion of politics or bias in the review. In result of this change, Adobe’s employees showed higher engagement and satisfaction with their work, consistently improving. They no longer had negative surprises in their annual review and were able to adjust priorities and behaviors to become more effective... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.442 | 0.83 | ["philosophy"] | 437 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643032 | [
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potential political bias in a performance review? Why was Adobe successful in the changes that they implemented in their performance review process? What other positive outcomes could be achieved from an ongoing feedback model versus annual performance review? Sources: D. Morris, “Death of the Performance Review: How A... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.53 | 0.678 | ["philosophy", "management"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643098 | [
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ent/dam/acom/en/aboutadobe/pdfs/death-to-the-performance-review.pdf ; “How Adobe retired performance reviews and inspired great performance,” Adobe website, accessed January 4, 2019, https://www.adobe.com/check-in.html ; K. Duggan, “Six Companies That Are Redefining Performance Management,” Fast Company , December 15, ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.504 | 0.522 | ["philosophy", "management", "motivation"] | 420 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643197 | [
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nies-that-are-redefining-performance-management . Political Strategies in Intergroup Relations Up to this point, we have explained the related concepts of power and politics primarily as they relate to interpersonal behavior. When we shift our focus from the individual or interpersonal to the intergroup level of analys... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.618 | 0.846 | ["management", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643263 | [
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in intergroup relations, we will highlight two major aspects of the topic. The first is the relationship between power and the control of critical resources. The second is the relationship between power and the control of strategic activities. Both will illustrate how subunit control leads to the acquisition of power i... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.389 | 0.86 | ["networking", "strategy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643335 | [
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can analyze intergroup political behavior by examining how critical resources are controlled and shared. 21 That is, when one subunit of an organization (perhaps the purchasing department) controls a scarce resource that is needed by another subunit (for example, the power to decide what to buy and what not to buy), th... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.545 | 0.862 | ["decision_making"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643428 | [
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mple, the marketing units of other companies that are trying to sell to the first company). As such, this unit is in a better position to bargain for the critical resources it needs from its own or other organizations. Hence, although all subunits may contribute something to the organization as a whole, power allocatio... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.445 | 0.842 | [] | 434 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643506 | [
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rtance of the resources contributed by each unit. To quote Salancik and Pfeffer, Subunit power accrues to those departments that are most instrumental in bringing or in providing resources which are highly valued by the total organization. In turn, this power enables these subunits to obtain more of those scarce and cr... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.528 | 0.86 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643583 | [
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, which in turn can be employed to produce more power—“the rich get richer.” 22 To document their case, Salancik and Pfeffer carried out a major study of university budget decisions. The results were clear. The more clout a department had (measured in terms of the department’s ability to secure outside grants and first... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.515 | 0.85 | ["education", "decision_making"] | 482 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643684 | [
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rtment to secure additional university resources. In other words, resources were acquired through political processes, not rational ones. 23 Power and the Control of Strategic Activities In addition to the control of critical resources, subunits can also attain power by gaining control over activities that are needed b... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.398 | 0.824 | ["strategy", "education"] | 422 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643752 | [
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vities have been called strategic contingencies . A contingency is defined by Miles as “a requirement of the activities of one subunit that is affected by the activities of other subunits.” 24 For example, the business office of most universities represents a strategic contingency for the various colleges within the un... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.503 | 0.852 | ["strategy", "education"] | 472 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643825 | [
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of a request to spend money is far from certain. Thus, a contingency represents a source of uncertainty in the decision-making process. A contingency becomes strategic when it has the potential to alter the balance of interunit or interdepartmental power in such a way that interdependencies among the various units are ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.437 | 0.862 | ["strategy", "decision_making"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643912 | [
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with a major source of uncertainty—the external environment. In a classic study by Lawrence and Lorsch, influence patterns were examined for companies in three divergent industries: container manufacturing, food processing, and plastics. It was found that in successful firms, power distribution conformed to the firm’s ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.415 | 0.84 | ["strategy", "governance", "education", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.643983 | [
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roduct quality, the major share of power in decision-making resided in the sales and production staffs. In contrast, in the food-processing firms, where the strategic contingencies focused on expertise in marketing and food sciences, major power rested in the sales and research units. In other words, those who held pow... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.43 | 0.844 | ["strategy", "decision_making"] | 448 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.644065 | [
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o the firm and its survival at a particular time. The functional areas that were most important for organizational success were under the control of the decision makers. For less-successful firms, this congruence was not found. The changing nature of strategic contingencies can be seen in the evolution of power distrib... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.558 | 0.85 | ["strategy", "decision_making", "philosophy"] | 482 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.644186 | [
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senior officers of the companies were engineers. Technical development was the central issue. More recently, however, as utilities face greater litigation, government regulation, and controversy over nuclear power, lawyers are predominant in the leadership of most companies. This example serves to emphasize that “subun... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.408 | 0.846 | ["leadership", "governance"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.644343 | [
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organization.” 25 To better understand how this process works, consider the model shown in Exhibit 13.8 . This diagram suggests that three factors influence the ability of one subunit (called A ) over another (called B ). Basically, it is argued that subunit power is influenced by (1) A ’s ability to help B cope with u... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.472 | 0.876 | [] | 499 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.644454 | [
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tributions are central to organizational success. Let us consider each of these separately. Exhibit 13.8 A Strategic Contingencies Model of Subunit Power (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license) Ability to Cope with Uncertainty. According to advocates of the strategic contingenc... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.455 | 0.828 | ["strategy", "education"] | 440 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.645363 | [
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bility to help other units cope with uncertainty. In other words, if our group can help your group reduce the uncertainties associated with your job, then our group has power over your group. As Hickson and his colleagues put it: Uncertainty itself does not give power; coping gives power. If organizations allocate to t... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.439 | 0.864 | ["career"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.645952 | [
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e most power within the organization, since coping by a subunit reduces the impact of uncertainty on other activities in the organization, a shock absorber function. 26 As shown in Exhibit 13.8 above, three primary types of coping activity relating to uncertainty reduction can be identified. To begin, some uncertainty ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.404 | 0.834 | [] | 422 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646062 | [
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t or forestall uncertainty for the other subunit. For example, if the purchasing group can guarantee a continued source of parts for the manufacturing group, it gains some power over manufacturing by forestalling possible uncertainty surrounding production schedules. Second, a subunit’s ability to cope with uncertainty... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.356 | 0.844 | ["philosophy", "war_conflict"] | 496 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646177 | [
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lems, so corrective action can be taken promptly. Many business firms use various forecasting techniques to predict sales, economic conditions, and so forth. The third mechanism for coping with uncertainty is the unit’s ability to absorb pressures that actually impact the organization. For instance, if one manufacturin... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.343 | 0.856 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646273 | [
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of the uncertainty of the first facility—and in the process gains influence over it. In short, subunit A gains power over B subunit if it can help B cope with the contingencies and uncertainties facing it. The more dependent B is upon A to ensure the smooth functioning of the unit, the more power A has over B . Nonsubs... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.528 | 0.854 | [] | 452 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646358 | [
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to seek needed resources from alternate sources. Two factors influence the extent to which substitutability is available to a subunit. First, the availability of alternatives must be considered. If a subunit can get the job done using different products or processes, it is less susceptible to influence. In the IBM-comp... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.33 | 0.834 | ["career"] | 427 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646456 | [
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many vendors that no one can control the market. On the other hand, if a company is committed to a Macintosh and iPad computing environment, only one vendor (Apple Computer) is available, which increases Apple’s control over the marketplace. Second, the replaceability of personnel is important. A major reason for the p... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.328 | 0.848 | ["management", "philosophy"] | 474 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646543 | [
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a specialized area of value to the organization. Consider also a reason for closed-shop union contracts: they effectively reduce the replaceability of workers. Thus, a second influence on the extent of subunit power is the extent to which subunit A provides goods or services to B for which there are no (or only a few) ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.438 | 0.844 | ["philosophy"] | 431 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646733 | [
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unit objectives. Centrality of Coping Activities. Finally, one must consider the extent to which a subunit is of central importance to the operations of the enterprise. This is called the subunit’s work centrality . The more interconnected subunit A is with other subunits in the organization, the more “central” it is. ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.4 | 0.866 | ["agents"] | 507 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.646876 | [
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0.026525767520070076,
0.03680... | ||
bunit is connected with the work of the subunits. If subunit B cannot complete its own tasks without the help of the work activities of subunit A , then A has power over B . An example of this is an assembly line, where units toward the end of the line are highly dependent upon units at the beginning of the line for in... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.518 | 0.88 | ["agents", "war_conflict"] | 481 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.647058 | [
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0.02081809565424919,
0.02961551584303379,
0.044176287949085236,
-0.007706241216510534,
0.... | ||
it affects the final outputs of the organization. For instance, companies that prefer to keep low inventories of raw materials (perhaps for tax purposes) are, in effect, giving their outside suppliers greater power than those companies that keep large reserves of raw materials. When taken as a whole, then, the strategi... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.377 | 0.862 | ["strategy", "crisis"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.647155 | [
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-0.00... | ||
ts uncertainty, the subunit is difficult to replace, or the subunit is central to continued operations. The more these three conditions prevail, the more power will become vested in the subunit. Even so, it should be recognized that the power of one subunit or group can shift over time. As noted by Hickson and his coll... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.382 | 0.864 | ["ethics", "crisis"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.647259 | [
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es [such as coping with uncertainty, nonsubstitutability, and centrality] change, and the patterns of power change.” 27 In other words, the strategic contingency model suggested here is a dynamic one that is subject to change over time as various subunits and groups negotiate, bargain, and compromise with one another i... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.537 | 0.862 | ["strategy", "negotiation", "innovation", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.647355 | [
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gic contingencies approach to the study of power and politics can be seen in a consideration of organizational innovation. It has long been recognized that it is easier to invent something new from outside an organization than to innovate within an existing company. As a result, a disproportionate share of new products... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.414 | 0.856 | ["innovation", "communication", "education", "rhetoric"] | 485 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.647450 | [
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Why? Much of the answer can be found in politics. When a person or group has a new idea for a product or service, it is often met with a barrage of resistance from different sectors of the company. These efforts are motivated by the famous “not-invented-here syndrome,” the tendency of competing groups to fight over tur... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.531 | 0.848 | ["motivation"] | 425 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.647548 | [
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proposal that threatens to change the status quo. Other groups within the company simply see little reason to be supportive of the idea. This lack of support—indeed, hostility—occurs largely because within every company there is competition for resources. These resources can include money, power, and opportunities for ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.41 | 0.854 | ["strategy", "innovation", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.647638 | [
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ittle incentive for one strategic group within a company to cooperate with another. Because both groups usually need each other for success, nothing happens. To the extent that politics could be removed from such issues, far more energy would be available to capitalize on an innovative idea and get it to market before ... | https://openstax.org/books/organizational-behavior/pages/13-3-political-behavior-in-organizations | 13.3 Political Behavior in Organizations - Organizational Behavior | OpenStax | openstax.org | unknown | false | 0.381 | 0.84 | ["strategy", "innovation", "education"] | 433 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.648379 | [
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0.04956986755132675,
0.0032477860804647207,
0.0... |
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