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Chapter 4 Narratives of political skill, strategy and action Introduction This chapter reports the findings of the narrative interview study that investigated the perceptions, experiences and reported practices of acquiring and using political skill in the implementation of health and care system change. This chapter d... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.438 | 0.702 | ["leadership", "strategy", "interview", "education", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.225472 | [
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different change agendas, and the experiences of acquiring and developing political skills are reported in Chapter 6 . The interview study was informed by the findings of the preceding literature reviews described in Chapter 3 and focused on a number of underdeveloped issues. First, how participation in organisational ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.641 | 0.828 | ["philosophy", "interview", "education"] | 449 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.226417 | [
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over and above individual skill or capabilities. Second, how political strategies and actions are conditioned by actors’ social position within the wider structures and cultures of care organisations. Third, how organisational politics could be manifest through group actions as much as individual behaviours. Narratives... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.844 | ["innovation", "social_justice", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.226585 | [
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ncluding microlevel changes in care delivery (e.g. new technologies and roles or teamwork arrangements); workforce reconfiguration and service transformation (e.g. staffing/rostering changes, care pathway design or ward management); organisational or management change (e.g. budgetary planning, strategic development and... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.672 | ["management", "strategy", "philosophy", "war_conflict"] | 510 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.226669 | [
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ciated with macrolevel policy or regulation (e.g. commissioning and dissolution of Strategic Health Authorities). Although there were substantive and stylistic variations between participants’ narratives, a number of common features were identified. As a result of the types of interview questions asked, narratives tend... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.82 | ["strategy", "interview"] | 416 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.226746 | [
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that was in some sense regarded as controversial. The terms ‘controversial’ and ‘controversy’ are used to highlight how health-care ‘politics’ is commonly described in terms of differing views and preferences of stakeholders, rather than the inherent features of a given change agenda. To illustrate, a quality improveme... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.854 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.227436 | [
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ention in another setting could be controversial because people hold divergent views, which might reflect deeper fault lines or agendas of this workplace. When introducing a given controversy, participants would ‘set the scene’ by describing the local political landscape in terms of the prevailing authority structures,... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.848 | ["career"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.227574 | [
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f influence and power, as well as the local cultures that conditioned a given change process and shaped responses to change. When elaborating the substance of the event, participants usually focused on the actions (or roles) played by key people or protagonists who held competing preferences and agendas, and which guid... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.569 | 0.866 | ["economy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.227650 | [
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hey could unite or divide people around a given change agenda. Through focusing on the activities and strategies of these protagonists, participants elaborated different types and forms of political skill, which are the main focus of this chapter. As explained below, participants’ accounts went beyond describing indivi... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.844 | ["strategy", "economy", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.227734 | [
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that were manifest in the context-specific and turn-taking interactions. This distinction is important because it emphasises a conceptual difference between a ‘skill’ as some form of acquired capability or potential to engage in political behaviour, a ‘strategy’ as the judgement and acquired insight from which to make ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.466 | 0.692 | ["strategy", "decision_making", "philosophy"] | 477 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.228419 | [
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iour, especially through interacting with others. A preliminary observation is that political skills, strategies and actions were rarely described in formulaic or systematic ways. Although participants might have presented their narratives in relatively linear or sequential stages, there was little sense that people us... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.41 | 0.816 | ["philosophy"] | 412 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.228528 | [
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on of actions to bring about an expected outcome. Instead, organisational politics were presented as highly dynamic, contingent and iterative, involving high degrees of trial and error and adaptation in the context of relational feedback. This chapter proceeds by describing these ‘skills, strategies and actions’ across... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.854 | ["crisis"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.228622 | [
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data organised according to the thematic coding are provided in Appendix 4 . TABLE 9 Thematic summary of political skills, strategies and actions Self and interpersonal style The first theme describes the personal and interpersonal qualities that are commonly associated with political skill and action. These qualities ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.858 | ["philosophy", "strategy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.229270 | [
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ssertive’ or ‘authentic’ was linked to other forms of action, such as ‘building relationships’. For many, these personal qualities were based on the principles of ‘reflective practice’ or, in broader terms, self-awareness or the capacity to realistically appraise one’s own abilities relative to others and in a given si... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.365 | 0.72 | ["networking", "war_conflict", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.229354 | [
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empathy for other people, so maybe emotional intelligence, linked in with leadership, but I think that they overlap because of that motivation, that drive and determination, that self-awareness, that being open to feedback, because if you’re comfortable with yourself, and knowing your own strengths and weaknesses, then... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.67 | 0.686 | ["leadership", "management", "motivation", "war_conflict"] | 448 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.229432 | [
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a team, trying to play to everybody’s strengths. WP2-37 Many participants described the importance of ‘self-belief’. This was described in three ways: first, with participants’ belief in their personal motives or intent for acting politically, that is ‘doing the right thing’; second, with participants having confidence... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.844 | ["management"] | 491 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.229515 | [
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ed despite resistance, that is ‘being resilient’. Alignment between these different aspects would create the conditions for engaging in politics, whereas a misalignment could, for some, discourage political action: I want to do the right thing but I do not have the skills to deal with a given issue. Participants descri... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.854 | ["leadership"] | 484 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.229585 | [
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course’ or wait for the ‘windows of opportunity’. In some cases, change was depicted as a ‘war of attrition’, in which personal and emotional losses had to be weathered. Accordingly, being resilient and having perseverance were seen as essential personal qualities for engaging in organisational politics. Participants d... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.582 | 0.838 | ["management", "war_conflict"] | 476 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.229660 | [
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ght also be labelled as ‘emotional intelligence’. 146 First, it was described as important to effectively appraise the emotional mood surrounding a given change agenda, which relates closely to the ability to read the political landscape (see Strategic awareness and thinking ). This suggests that change (and the respon... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.844 | ["strategy", "decision_making", "ethics", "war_conflict"] | 487 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.229775 | [
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eople’s deeply held beliefs, values and emotions. For this reason, change often involves anticipating for emotional responses to change: So, it’s being aware of your own personality, again, which comes back to emotional intelligence, it comes back to your political influence small ‘p’ because of your interpersonal infl... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.411 | 0.85 | ["communication", "management", "ethics", "war_conflict", "philosophy"] | 496 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230352 | [
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managing the presentation of their own emotions. The ability to appear empathetic with those struggling with change, for example, was seen to be important for maintaining positive relationships and minimising resistance. In other ways, limiting one’s emotional responses could project a more professional demeanour to sh... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.373 | 0.85 | ["management", "communication", "strategy", "networking", "career"] | 510 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230431 | [
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rategy for managing the responses of stakeholders that was based on the ability to listen to and understand the emotions of others. Although self-awareness and self-belief are primarily concerned with how participants think about themselves, such talk demonstrates the importance of understanding how to present one’s se... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.373 | 0.844 | ["management", "war_conflict", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230502 | [
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personal and emotional behaviour that reflected their self-belief and commitment to change while being responsive to the expectations of others. For this reason, effective leaders were sometimes described as ‘chameleon-like’, in that they could change their presentation to align with the expectations of audiences. Acco... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.479 | 0.858 | ["leadership", "communication", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230576 | [
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ur style and it’s, and is it your body language, because then you’re thinking, OK I was getting quite comfortable here, just listening, but actually I’m in the work mode and this person has only got half an hour and I’ve only got that amount of time, to influence them, for the first time, but as I say, it’s about being... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.73 | ["communication", "networking"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230664 | [
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ight’ language or dressing in an ‘appropriate’ way. As an illustration, one participant talked about not being seen as ‘too managerial’ when engaging with clinical groups, whereas others ‘talked up’ their clinical background to enhance their standing with front-line clinicians. However, there seemed to be a balancing a... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.47 | 0.832 | ["communication", "management"] | 431 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230735 | [
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because of the risk of being seen as inauthentic. Looking closer at these representational styles, the majority of participants talked about the importance of having, or being seen as having, ‘integrity’. In slightly different ways, this involved being honest and faithful to one’s own beliefs and values, as well as the... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.366 | 0.856 | ["ethics", "communication", "faith_spirituality"] | 487 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230812 | [
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ng transparent and not seeking to deceive others. Participants offered cautionary accounts of co-workers whom they regarded as manipulative, inauthentic or lacking integrity. Some participants elaborated this as having an ‘authentic’ style. This was described as being honest to one’s self and being ‘genuine’ in relatio... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.545 | 0.818 | ["communication", "ethics", "networking", "economy"] | 412 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.230881 | [
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esentational style for the purposes of influence. Caution is needed in interpreting this idea of authenticity because there remains a possibility of creating an authentic style with the intention of influencing others, which could be inauthentic: . . . got to be yourself haven’t you, and celebrate yourself. And that’s ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.343 | 0.856 | [] | 468 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.232096 | [
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bad, and I think just understand that and own it. WP2-65 In other ways, and not always consistent with the idea of integrity, participants talked about being ‘charismatic’. There were many accounts of leaders using their personal charisma to inspire others. This seemed especially prominent among medical groups in which... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.395 | 0.854 | ["leadership", "motivation", "ethics"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.232777 | [
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actually they generally look like they’re quite interesting people and they’ve got a certain presence around them, I think they tend to be more yeah skilful, political operators in that respect in that they can get on with a lot of people and they can get a lot of people to work around a similar cause. WP2-9-D Another ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.71 | ["diplomacy"] | 481 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.232894 | [
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the diverse interests of different stakeholders. Although this diplomacy relates to a vast range of political skills and strategies that are described below, the key point here is the ability to cultivate and project a diplomatic style: What he did, he navigated some very bumpy political waters and I think kind of, I’m... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.886 | ["diplomacy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.232968 | [
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them when he needed to play them, would be my thought. WP2-65 By contrast, participants talked about a more ‘assertive’ or directive interpersonal style that involved, for example, standing up to dominant or powerful groups and challenging inappropriate behaviours. What seemed important, however, was knowing when to be... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.856 | [] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.233034 | [
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nd I think what comes with experience, and I didn’t have this when I started off as a nurse director, is just taking time to really understand others’ perspectives because I think I was probably a bit bombastic and I knew what was right because I was the nurse director and I knew what patients needed, so I think that I... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.615 | 0.726 | ["strategy", "war_conflict", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.233941 | [
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ional politics requires forms of ‘strategic awareness and thinking’ for understanding the local political context, formulating realistic goals and plans for change, and selecting the corresponding ‘tactics’ for realising these plans. As with the other themes, the aspects associated with strategic thinking do not fall i... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.826 | ["strategy", "philosophy", "war_conflict"] | 438 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.234065 | [
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are linked to other aspects of political action. Many participants described the need to ‘see the big picture’ or to understand the wider economic, organisational and political context of health service change. This included the broader (big ‘P’) political landscape of national policy priorities, regulatory requirement... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.44 | 0.848 | ["philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.234164 | [
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to, and involvement in, formal political settings afforded developed understanding of the skills used by politicians in engaging with different stakeholders: Working at a national level, working for a regulator, there are massive politics, with a big ‘P’ and a small ‘p’ because you’re so close to Westminster that actua... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.711 | 0.716 | ["philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.234262 | [
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body and then of course because there are several arm’s length bodies working in the national health and care system there are big politics between them all, so I, so the experience of working with, in that environment was fascinating because you’re getting, well you’re getting very interesting dynamics between very se... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.704 | ["innovation", "social_justice", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.234371 | [
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hat have shaped policies and the historical conditions that enable or constrain certain types of change. 9 Some participants talked of ‘learning from the past’ to avoid common pitfalls, such as the engrained challenges to integrating health care and social care or the challenges of regulating medical practice. In commo... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.362 | 0.864 | ["crisis", "leadership", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.235085 | [
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d, at the same time, appreciate the history of similar events within the local context that might condition how a given change is received: Be able to look at the wider picture . . . I did that when I was doing that job to go really wide and bring it down. . . . so I think you need to have an appreciation of the macro ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.445 | 0.874 | ["strategy", "career", "war_conflict", "philosophy"] | 459 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.235192 | [
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l landscape that surrounds a given change agenda. Most participants talked, for example, about recognising the prevailing ‘lines of power’ within care services, from the formal governance structures to the informal lines of power that shape day-to-day care delivery. The formal governance systems of the NHS were widely ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.376 | 0.838 | ["philosophy"] | 454 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.235319 | [
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hange in some areas but inhibit change in others. Understanding the governance landscape and appreciating what financial, clinical or regulatory ‘buttons’ to press were seen as essential skills for navigating formal authority structures. Some participants talked, for example, of navigating the formal ‘chain of command’... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.846 | ["philosophy", "management", "war_conflict"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.235413 | [
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etween them, in terms of understanding what the whole system needs but knowing what the regulatory landscape requires of them, within their particular silo, or within their particular department, or unit, or whatever it was. WP2-63 Almost all participants described how formal governance arrangements were complicated by... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.838 | ["philosophy"] | 463 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.235503 | [
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ganisation of care more than formal requirements. Participants talked, for example, of understanding how ‘influential individuals’ and ‘dominant cliques’ regularly complicated change processes. Doctors were commonly seen to resist change that challenged established ways of working or undermined professional status; how... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.832 | ["management", "crisis", "career", "philosophy"] | 504 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.236158 | [
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lly nurses, managers and patient advocacy groups. Participants’ narratives often foregrounded a significant ‘other’ as acting politically to complicate change or maintain established ways of working to safeguard some position or interests that they held. However, the narratives also suggested that informal influence wa... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.458 | 0.822 | ["management", "career", "philosophy"] | 423 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.236329 | [
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p, but could vary according to the issue at hand. That is, some issues saw professional groups working together to promote change, whereas other issues would see the same professionals as opposing factions. Part of understanding the local political landscape, therefore, involved understanding these ‘dynamic lines of po... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.647 | 0.846 | ["career", "networking"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.236452 | [
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highly dynamic multilateral relations: When they [doctors] go with an idea into the trust they have to wade through all the levels of treacle and in doing so they either find a way of circumnavigating the system to get what they want, because they’re used to getting what they want or they’ll just do it anyway and bear ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.463 | 0.706 | [] | 471 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.236539 | [
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‘recognising when people are acting politically’. This was often more difficult for participants to articulate and seemed to rely on past experiences of working with certain people, that is knowing what they typically aim to achieve, or reflecting on the ongoing processes of change to assess the ulterior motives of tho... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.471 | 0.86 | ["motivation", "crisis"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.236671 | [
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als and groups to engage in political behaviours: You do need to be able to recognise when people are using their political skill to their own ends and potentially negatively and I think that’s something that you need your sort of antennae out for because there’s certainly people who do do that. WP2-8 Many participants... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.478 | 0.858 | ["leadership", "strategy", "philosophy"] | 480 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.237032 | [
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late ‘clarity of purpose’ when initiating change. However, participants described how effective political action involved not only understanding the problems and solutions driving change, but also, more significantly, the ability to ‘define and redefine’ these problems and solutions in ways that aligned with the prevai... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.842 | ["communication", "strategy"] | 510 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.237130 | [
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s of framing (see Communication and engagement ). Linked to this, it was described as important to have a ‘realistic understanding of what is possible’ or what is likely to be successful given the prevailing political landscape. Many reflected on how planned changes were unsuccessful because they had not fully apprecia... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.409 | 0.856 | ["communication"] | 482 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.237200 | [
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hanges that were unlikely to be successful: . . . that was a challenge, because obviously the clinical side of the team were very blunt in terms of this is how it will be. And there’s more considerations that we had to take into account, in terms of cost, in terms of resources, and a need, as an organisation to develop... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.363 | 0.856 | ["strategy", "management", "crisis", "war_conflict"] | 415 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.237271 | [
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sustainable and fit for purpose, going forwards. WP2-62 Communication and engagement The vast majority of participants described communication and engagement skills as key to engaging in organisational politics, which linked to leaders’ ability to both understand and read the local landscape and influence others and re... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.846 | ["communication", "leadership", "war_conflict"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.237345 | [
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ection, therefore, focuses on those aspects that participants described as especially significant in relation to organisational political and political action. The ‘art of listening’ was widely regarded as a key to effective communication in general, and political action in particular. Active listening seemed to offer ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.85 | ["leadership", "communication"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238109 | [
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d in, or affected by, change, so that change processes could be tailored or presented in ways to be received more positively (see also below). Second, and moving beyond individuals or groups, active listening was key to reading the local political landscape, especially understanding the lines of power and the likely ar... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.426 | 0.866 | ["leadership"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238195 | [
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showing that a leader has shown interest in the concerns of others and that being heard could provide the basis for ongoing and respectful engagement: Oh, absolutely listen, but really, really demonstrate your listening. Don’t just pretend and pay lip service to it. If you are asking somebody to give you their view, th... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.858 | ["leadership", "salary"] | 458 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238272 | [
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hat you know it all and you can do it all better. Ask the people that really know and that really understand and really take notice of it. Really, really listening, I think really listening. . . . People are a valuable asset and people are under a lot of stress and not helped if you’re in an environment where you’ve go... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.554 | 0.89 | ["war_conflict"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238342 | [
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o ask probing questions as a way to better read and understand stakeholders’ preferences and their likely reactions to change, and, in turn, to adapt one’s strategies. A number of participants talked, for example, about the strategic use of naive questions, especially when working with new teams or organisations, as a ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.7 | ["strategy", "management"] | 472 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238434 | [
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vety) the assumptions that underpin this context. In more duplicitous ways, asking the ‘right’ question was described as demonstrating shared understanding or empathy for the concerns of others, whether or not this was actually the case. In other words, the dual tactics of active listening and asking questions could fu... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.344 | 0.858 | ["communication", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238528 | [
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a bit of naivety just to ask stupid questions is very handy. WP2-36 A number of participants talked about the importance of not being too directive, but rather being facilitative of two-way conversations and opening up dialogue with and, importantly, among different groups. This could make a number of important contrib... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.622 | 0.852 | ["leadership"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238597 | [
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identify mutual areas of interest from which to build alliances. Second, dialogue was seen as creating opportunities for stakeholders to express their concerns, especially their fears and hopes for change, thereby creating a platform for engagement. Third, by opening up dialogue and building connections between stakeho... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.568 | 0.836 | ["networking", "diplomacy", "philosophy"] | 471 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238669 | [
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ilities as a major driver for progressing change. A related engagement strategy was allowing others to ‘shape the agenda’ or giving people the impression that they were shaping the agenda. For some participants, this was seen as a more ‘inclusive approach to change’ that ensured that the best ideas or ‘collective wisdo... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.571 | 0.874 | ["strategy", "education", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.238740 | [
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and less what you think and I think you probably achieve more if you’re prepared to relinquish your own control and that’s more than just delegation. That’s not just about having a team of people that you can give jobs to it’s about being prepared to hear something that’s different to your original plan and acknowledge... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.702 | ["management", "career", "education"] | 416 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.239119 | [
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it might be the more successful route to follow. WP2-8 When some participants talked about ceding authority as a form of engagement, there was often an implied assumption that control could be reclaimed, which suggests that perhaps allowing others to shape the agenda was a more complex and manipulative strategy than so... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.864 | ["strategy", "philosophy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.239208 | [
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werful groups who ‘need to feel they are in charge’: I grow whatever they’ve brought to the table, I have the skill set to do that, then bring them back to the table and you’ve got something tangible to show, because they’ve built it they’ve owned it. They then own it and because they own it they implement it. WP2-2 In... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.882 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.239268 | [
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takeholders or, more significantly, in ways that could motivate their active participation in change processes. These ideas speak to the concept of ‘framing’, which in the wider social science literature is used to describe how the presentation of an event or situation can influence how an audience makes sense of and r... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.492 | 0.862 | ["communication", "motivation"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.239337 | [
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ituation, 147 and, therefore, are potent in shaping reactions to change. 148 A common way that participants talked about such framing was in terms of ‘selling’ a vision of change that would secure the ‘buy-in’ of stakeholders by aligning with the underlying interests and agendas. This involved, first, determining the p... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.404 | 0.858 | ["communication", "strategy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.239404 | [
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ative would address or align with their agendas: I mean selling people, staff, the public, whoever, on the list of options you’ve put in front of them, if it is indeed a list. So it’s a question of . . . it’s stopping people coming back and saying, ‘Oh, actually we should do this instead’. ‘Oh you shouldn’t do that, yo... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.373 | 0.882 | ["communication"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.239495 | [
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sts of stakeholders, but also, more significantly, influenced or modified how people understood and reacted to the need for change. This involved more complex and dynamic forms of ‘persuasion’, in which leaders sought to subtly alter the prevailing views of stakeholders by presenting more compelling or convincing ideas... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.854 | ["leadership", "philosophy", "rhetoric"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.239568 | [
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and trigger points’ that will elicit the support of stakeholders. Similarly, framing required knowing what ‘not’ to say and to rerepresent ideas or facts in ways that would appeal to stakeholders: . . . how can I suss out where I need to influence you? What’s the trigger? Like you said ‘Oh can I?’, so it’s always [chuc... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.436 | 0.856 | ["war_conflict"] | 448 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240283 | [
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, therefore, what’s right for their organisation? WP2-37 It’s not that you’re being deliberately devious or withholding information. It’s just you have to learn what’s appropriate and what individuals want to know. And what they don’t want to know. So that . . . having that support is essential, crucial, vital. WP2-41 ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.447 | 0.858 | ["philosophy", "rhetoric"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240381 | [
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is stylistic techniques for the organisation and the presentation of arguments with the explicit intention of eliciting a desired reaction. These rhetorical techniques were often linked to particular ‘resources’ (sources of information, evidence or policy) that had certain appeal or relevance to stakeholders: I think i... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.828 | ["rhetoric", "communication", "philosophy"] | 414 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240461 | [
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the right way but everyone knows it’s there . . . but one prefers to use influence and argument and logic and empathy and all that, that’s my preferred style of working whereas when one works, as you’re describing, laterally or upwards you’ve got to use relationships . . . WP2-31 One approach was the rhetorical ‘use of... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.848 | ["rhetoric", "networking", "war_conflict"] | 419 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240531 | [
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dea that such data were objective or independent. The use of data appeals primarily to the logical reasoning or sensibilities of stakeholders as the basis of persuasion. The most prominent examples of this were the use of clinical evidence to engage medical specialists and the use of financial data to persuade those wi... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.322 | 0.852 | ["career", "philosophy", "rhetoric"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240620 | [
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of their professional background or organisational role: The only thing I can do is be very clear about the numbers, and then, from now on, I keep . . . I will develop very, very clear charts and graphs because I think she might understand a picture, and just keep, ‘this is what we’re doing, this is what we’re doing, t... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.884 | ["career"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240696 | [
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e change or, in some instances, to persuade others of the need for change. In this sense, authority figures could symbolically represent and legitimise change based on their own standing and reputation, often when the primary leader of change was in some sense lacking in credibility with a given community. For this rea... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.415 | 0.864 | ["leadership", "war_conflict", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240763 | [
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anding of what types of people have credibility with certain audiences (again, drawn from the ability to listen and understand): There’s always probably someone else who can say it for you. So let them say it for you and then you don’t get all the hassle that goes with it, but it’s been said, the message is there, you ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.383 | 0.878 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240825 | [
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ing change, persuading others and countering opposition. Many described how a ‘good patient story’ could be more influential in communicating an idea than an abundance of financial or clinical data. For some participants, direct patient involvement in service planning was seen to be important for ensuring that service ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.352 | 0.85 | ["strategy", "management", "career"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240894 | [
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e participants reflected that such patient involvement could be used in more contrived and purposeful ways to counter the views of others: It’s helping people to see all the time that what we’re doing is the best for the patients and the pathways and that actually it’s not around shifting services, moving services, sto... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.527 | 0.714 | ["networking"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.240988 | [
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cipants talked about the importance of social connections, group memberships or other instances of networks as facilitating, and being the vehicle for, change. Participants describe these networks in three common ways. First, it was widely recognised that the pre-existing political landscape of health-care organisation... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.384 | 0.838 | ["networking", "career", "philosophy"] | 507 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.241074 | [
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e) when seeking to formulate or implement change. Third, the creation and mobilisation of networks could help to co-ordinate change activities and counter opposition. These networking skills strongly related to other forms of political action, from strategic thinking and awareness of the local context to communication ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.598 | 0.84 | ["networking", "philosophy", "communication", "strategy", "war_conflict"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.241151 | [
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f stakeholder networks that might positively or negatively affect change. As part of reading the political landscape, this involved a complementary set of relational skills that in many ways resembled the common elements of ‘stakeholder analysis’. 149 , 150 For example, participants described identifying the different ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.414 | 0.844 | ["networking"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.241226 | [
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eir influence, and recognising what resources and support they might offer: . . . as I say in broader terms, I think that understanding relationships, understanding power, understanding interests, understanding stakeholders, those are all political skills and they’re all absolutely crucial to this job. WP2-46 A number ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.607 | 0.834 | ["networking", "career", "philosophy"] | 457 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.241288 | [
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k two different, but arguably overlapping, forms. The first was access to personal informal networks in the form of connections with influential people or peers who could provide access, support or influence. A number of participants in senior management roles talked, for example, about their peer networks among senior... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.411 | 0.85 | ["networking", "philosophy", "management", "leadership"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.241355 | [
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g access to ‘influential people’ or help to ‘work through’ challenging decisions. Some participants described these connections as a source of intelligence to gauge the likely critical pathways to change. In other ways, peer networks could be used as a form of ‘proxy-influence’, in which influential people would repres... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.562 | 0.862 | ["networking", "decision_making", "economy", "philosophy"] | 499 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.241417 | [
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of collaborators then you can make things happen. If you don’t life can be very, very hard. And processes are meant to irradiate that variance but they often don’t because people can use a process to their own end and that can be problematic. WP-29 A second type of network was associated with membership of well-defined... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.356 | 0.86 | ["networking", "career", "economy", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.241480 | [
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rs whose professional networks were often developed through specialist training or employment within the same organisation, and which provided a strong source of professional identification, peer support and solidarity in the face of change. Less prominent were similar networks for nurses and other health-care professi... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.54 | 0.824 | ["career", "networking"] | 456 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242159 | [
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ing networks around particular change programmes. These were often presented as ‘alliances’ among people who shared aspirations for change. Arguably, networking skills are not unique to how people participate in organisational politics, but are relatively common to general forms of strategic management. The activities ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.594 | 0.846 | ["networking", "strategy", "management", "diplomacy", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242270 | [
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ent; (2) understanding the interests that unite people in a common cause; (3) using relational skills for engaging and enrolling groups in networks; (4) co-ordinating skills for bringing people together; and (5) using skills related to managing conflict and difference within nascent networks. However, participants desc... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.694 | ["networking", "communication", "management", "war_conflict"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242341 | [
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communication and engagement skills, for example leaders need to frame change programmes with different stakeholders. For many participants, building and mobilising networks was an important strategy for counteracting the influence of established groups or networks that are resistant to change: . . . so, yeah, I think,... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.864 | ["networking", "leadership", "communication", "strategy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242435 | [
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d a common goal and almost being a counsellor between two folk, enabling them to speak. WP2-63 Part of the skill of building networks is creating alignments between different stakeholders in the form of ‘common ground’. In many instances, common interests were framed in terms of improving the well-being of patients or ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.864 | ["networking", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242591 | [
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therefore, felt compelled to join a collective approach. In another way, the skill of network building was ensuring that the potential losers saw some wider benefit from change or at least some form of ‘compensation’ to motivate their involvement. Participants also talked about creating alignments through identifying ‘... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.472 | 0.856 | ["leadership", "motivation", "networking", "salary", "philosophy"] | 510 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242663 | [
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negative terms as a means of galvanising support. To some extent, this seemed to reflect deeper cultural differences or ‘fault lines’ between hospital departments or health and social care sectors, and stemmed from underlying notions of ‘them and us’. Another aspect of network building involved drawing on ‘key people’ ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.374 | 0.852 | ["networking"] | 475 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242732 | [
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et people for things that we need doing’ (WP2–1). As mentioned above, participants talked of using ‘authority figures’ to endorse change and, in a similar way, some talked about recruiting ‘champions’ who could advocate for change within areas in which a project leader might have limited influence. One important, but l... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.59 | 0.842 | ["leadership", "networking"] | 443 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242816 | [
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ndividual who supports an emerging network: . . . that’s really important and having a safe group of people that you can do that with be they in your work situation or ideally some sort of action-learning group that you can draw on, someone that you can pick up the [tele]phone to where you can reflect. WP2-35 Relationa... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.872 | ["crisis", "networking", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242886 | [
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with the above strategies and actions, in more direct instances of interpersonal influence. These represent a relatively discrete set of skills that in many ways deal with the ‘sharp end’ of organisational politics, especially the ‘face-to-face’ encounters, with influence and persuasion, as well as coping with resistan... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.606 | 0.848 | ["management", "rhetoric"] | 510 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.242948 | [
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and could often be outspoken opponents of change. These people tended to benefit from high standing within their professional community and workplace, and were often presented as defending the status quo or advocating for certain types of change that would safeguard ‘their’ professional standing (when ‘their’ could be ... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.856 | ["career", "philosophy"] | 508 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.243007 | [
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s seen to be necessary to deal with these people. The most common approach was to open up dialogue and actively listen to such people (as described above), but less as a strategy of listening and learning and more to give the impression of engagement and to win them over. It was seen as important to pinpoint the partic... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.565 | 0.872 | ["strategy", "education"] | 467 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.243085 | [
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sion of this): We had to go and smooth some egos. I remember having to go to one of our trauma units. There was myself, the medical lead and the chief operating officer of the hospital who met with a senior doctor and thinking that we were meeting with the senior doctor, but when we got there we were met with a barrage... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.541 | 0.86 | ["management"] | 424 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.243158 | [
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something around smoothing the ruffled feathers. WP2-3 When seeking to influence powerful people and groups, participants also talked about the purposeful strategy of empowering others. In some ways, empowering stakeholders was a way of reducing or containing conflict by enrolling recalcitrant groups within change proc... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.614 | 0.85 | ["leadership", "strategy", "war_conflict"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.243316 | [
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with the aim of supporting others to become more skilled and capable of implementing change for themselves, thereby suggesting a less manipulative view of empowerment: . . . very much delegating and working to people’s strengths . . . encouraging others to take the lead, ensuring what happens is right rather than who d... | https://www.ncbi.nlm.nih.gov/books/n/ukhsdr1011/s4/ | Narratives of political skill, strategy and action - NCBI - NIH | ncbi.nlm.nih.gov | public_domain | false | 0.568 | 0.844 | ["decision_making"] | 434 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:54:25.243375 | [
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0.04265005514025688,
0.0740474984049797,
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-0.0068... |
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