Political Framework Presentation

7/28/2019 Political Framework Presentation

1/27

The Political FrameworkBowman & Deal Presentation

NELA Cohort 2


2/27

What can be the ramifications of political action?

Click hereto find out
http://www.youtube.com/watch?v=pUALwYsXSm8http://www.youtube.com/watch?v=pUALwYsXSm8


3/27

Politica

lFramewo

rk

Diverse beliefs

+

Diverse values

+Diverse interests

resulting in

CONFLICT

In organizations

many people bring


4/27

Organizations are Coalitions

NASA

Thiokol

Congress

Taxpayers


5/27

Coalition Members Have Enduring Differences

NASA needing to be legitimized, needing funding. Thiokol needing contract

Taxpayers growing frustrated, wanting lower taxes

Astronauts concerned for safety


6/27

Important Decisions Involve Allocating Scarce

Resources

Time and money are in short supply

Delay would have been costly money and

support

No one wanted to tell the hungry Americanaudience that the show was off.


7/27

Scarce Resources and Enduring Differences Make

Conflict Central and Power the Most Important

Asset

Teleconference the night before

Engineers/contractors (Thiokol) deferred to

managers (NASA) who were in a position ofauthority


8/27

Goals and Decisions Emerge from Bargaining, Negotiation,

and Jockeying Among Competing Stakeholders

Unpopular problems Competition for Resources/contract

Management didnt want pay the price of fixing the

problems.


9/27


10/27

Sources of Power Position Power

Control of Rewards

Coercive Power

Information and expertise

Reputation

Personal Power

Alliances and Networks

Access and Control of Agendas

Framing: Control of Meaning and Symbols


11/27

For managers and leaders, the

question is not whetherorganizations will have politics...

...but the kind of politics they will have.


12/27

Not about how managers and leaders

avoidpolitics...but about how they deal with

politics.


13/27

Not whethermanagers and leaders

will use their current position as asteppingstone towards greener

pastures

but how they will manage and lead

workplace politics towards positive

and productive ends.


14/27

Does not address

concerns ofstakeholders

ThePo

liticalFram

ework

Tactics to Define the Agenda

VisionBalanced

with Strategy

Purpose

Self Interest

VS.

conflict

accord


15/27

ThePo

liticalFram

ework:Ta

ctics

To map the political terrain, to identify

where the players self-interests collide

and how the players view one anothera. Determine the channels of informal

communication

b. Identify who is holding the political

influencec. Analyze the possibilities for internal

and external changes

d. Anticipate the strategies of your

opponents

TACTICS


16/27

MappingthePoliticalChange

WhosView?

INTERESTS

POWER

LOW

HIGH

Pro-Change Anti-Change

Superintendent

Teachers

Principal

Government

Funding

Agency

Students

Parents


17/27


WhosView?

Top

Management

Middle

Management

Support Staff

INTERESTS

POWER

LOW

HIGH



18/27


WhosView?

Top

Management

Middle

ManagementSupport Staff

INTERESTS

POWER

LOW

HIGH



19/27

ThePo

liticalFram

ework:Ta

ctics

to build coalitions among

and network playersthrough influence building

Identify and assess opponents

Develops links for communication,

education or negotiation.

Determine if fallback is needed.

Identify relevant relationships.

Networking and Building Coalitions


20/27

ThePo

liticalFram

ework:Ta

ctics

Engage the players in bargaining and

negotiating

CREATING

VALUE

CLAIMING

VALUE

WIN-WIN WIN-LOSE

finding

better

solutions

(vs. thebest

solution)

for

contending

players

players

endeavor

to

maximize

their

individual

gain at

minimal

cost


21/27

ThePo

liticalFram

ework:Ta

ctics

creating value

MORALITY & POLITICS

1. separate the players fromthe problem by focusing on

the merits of the argument

2. insist on objective criteria in

substance and proceduresby avoiding anecdotal data

and feelings

3. invent options for mutual

gain


22/27

Effective

Leaders

Advocates

savvy

Primary

concernsare

Coalition

buildingnegotiati

ng gray areas

Using Political

Theory


23/27

Ineffective

Leaders

Con

artistshu

stlers

Primary

concernsare

Deceptionfraud

Abusing

Political Theory


24/27

realistic

practicaladdresses the reality of

the conflict and power

struggles focuses on reflection

Strengths

of the

politicaltheory of

practice...


25/27

impersonal

cynicalassumes that there is

always conflict and power

struggles

Limitations

of the

politicaltheory of

practice...


26/27

Organizations Impact on Interaction

with Public, Environment,

Consumers, etc.

Organizations Interactions

with Other Organizations

(COMPETITION/COALITION)

Organization

Interaction

Within Itself

Politica

lFramewo

rk

ECOSYSTEMS


27/27

Questions?

More Information?

Political Framework Presentation

Documents

Transcript of Political Framework Presentation