I can remember a performance review I had years ago, in which the topic of technical skills versus political savvy was mentioned. I was reminded that being good in technical areas will not ensure my success, and that if I want to get ahead, I have to "play the game". Being politically "un-savvy" is seen as a deficiency; as naivety to some degree. My young and inexperienced mind felt something was a bit off about this belief, and I later learned many others felt the same way.
Why is my ability to walk on eggshells, manipulate others, and hide reality more valuable than the skills I bring to my role? Why do job posts describe the technical skills necessary when they really aren't that important to my success in the role (my skills were more of threat than an asset)? Have we ever stopped to think about why office politics has been deemed necessary? I have so many questions......
So, in typical Paradigm Shifts style, let's dissect this idea further to learn more about organizational structure and why politics has to exist in order to maintain that structure.
What is Organizational Politics- on the Surface?
The definition of organizational (office) politics can differ depending upon who you ask. I think we all have a general understanding that politics exists in order to maintain a status quo, "keep the peace", avoid upsetting anyone, and create beneficial relationships to achieve your goals.
Many promoters of political savvy cite networking opportunities, increased influence, and image management (reputation management) as positive benefits of playing the game. While these benefits can exist, they are short term, or at the very least in need of constant management and can come at the expense of more important factors, which we'll discuss in a bit.
Organizational Politics vs Skilled Incompetence
When we think about being skilled in something, we think about someone's ability to effortlessly, almost automatically perform some action.
Incompetence in the sense of "skilled incompetence" is referring to our ability to act automatically in ways that are counterproductive to what we say we want, or contrary to our values. How many times have unethical business practices been explained away, a colleague been "quietly fired", or an executive leader used word salad to drum up support for a doomed initiative?
So, skilled incompetence in the workplace is how we automatically act in ways opposite what is espoused. Organizational politics then is necessary for us to avoid feeling consciously aware, embarrassed, or upset by this fact. Our need for everyone to participate in these politics is a way for us to double-down on this protective measure, and the need for everyone to ignore this truth and act accordingly reinforces this protection further.
In other words, most of us know 80% (disclaimer: unscientific number) of what we do and hear at work has very little to do with our workplace goals and mission. We socialize, power struggles ensue, people gossip, bully others, and perform in mediocrity as to not stand out too much. We chatter amongst trusted colleagues about what we really know, but we continue to play along. Why?
A key skill in being politically savvy is an awareness of the undercover, or unspoken rules within an organization. One of these unspoken rules is that anyone who goes against the grain will at the very least be labeled, or at worst mobbed or pushed out of the organization. These are high stakes for most of us, who want to make an impact, maintain good rapport, and maintain financial stability.
How Skilled Incompetence Can Incite Organizational Psychological Abuse
The games played in the name of organizational politics can take its toll on anyone, whether you are a promoter of workplace politics or not. If we are honest (and not operating under defensive routines) we can admit that the fact that our well-being and everything we may have worked for is a stake is the key motivator in participating in these games. Not our own will, not any sense of justice or merit, but because our livelihood and/or reputations can be at stake.
Let's put this all together:
In many organizations, we act in ways counter to our and/or the organization's values and goals. To avoid the embarrassment or upset this may cause, we act with skilled incompetence, going along to get along, drinking the Kool-Aid (so-to-speak) in order to avoid losing our reputations, stability and maintain a false sense of security and achievement. The structure of organizations is set up for this to be the case- to protect the organization and ensure compliance, while potentially eating away at the physical, social, and emotional health of its employees.
Individual leaders may not be fully aware of this dynamic- many of us are simply operating from this automatic place of skilled incompetence at work. So, I wouldn't blame any one individual- but the systems operate around us that keep us operating in this state, at our expense. There is plenty data that connects workplace wellness outcomes with organizational dynamics. Over the next few articles, we'll dive deeper into the impacts of workplace politics on workplace productivity and well-being. For now, consider reflecting on the following questions, or using them to start conversations within your teams:
Am I aware of the negative aspects of organizational politics?
Am I aware of how some people may be negatively impacted by workplace politics more than others?
What are my expectations of others? Do I expect others to play the game if I do?
Are the unspoken rules around workplace politics in alignment with my personal values? The values of the organization?
Hi! I'm Nicole, an organizational consultant and personal coach, who is passionate about inspiring the changes our society needs for all to thrive. Using lessons learned from my own experiences and challenges, I hope to help people within organizations by creating mentally, socially, and emotionally healthy workplaces for all. Check out the other resources on this site for more ways to do just that!
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