There have been numerous postings regarding the manager/leader as
politician and the role politics play in the learning organization.
The comments brought to mind the work of Lee Bolman and Terrence Deal
in "Reframing Organizations." The four "frames" discussed in the
text are: the structural frame, the human resource frame, the
political frame, and the symbolic frame. The authors also discuss
improving leadership practices through: integrating organizational
theories, integrating frames for effective practice, choosing the
appropriate frame, and reframing for change.
In their discussion of the manager as politician, the authors
contend that, "In a world of scarcity, diversity, and conflict, the
politically astute manager [and I would contend leader] needs to
develop an agenda, build a base of support for that agenda, and learn
how to manage relations with those who might support or resist the
agenda. This requires understanding and skill in three major areas:
(1) agenda setting; (2) networking and forming coalitions; and (3)
bargaining and negotiating."
Peter Block's view rests on the assumption that individuals can
empower themselves through an understanding of politics: "The
cornerstone of this book is the idea that the process of
organizational politics as we know it works against people taking
responsibility." Block argues that there is a bureaucratic cycle in
organizations that often leaves individuals feeling vulnerable,
powerless, and helpless. Managers, therefore, need to support
organizational structures, policies, and procedures that promote
empowerment, and they must also make personal choices to empower
themselves. His view of politics disregards basic propositions of
the political frame as proposed by Bolman and Deal.
Bolman and Deal summarize the issue of politics by stating, "The
question is not whether organizations will have politics, but what
kind of politics they will have. Politics can be and often is sordid
and destructive. But politics can also be the vehicle for achieving
noble purpose, and managers [leaders] can be benevolent politicians.
Organizational change and effectiveness depend on such managers
[leaders]. The constructive politician recognizes political
realities in organizations and knows how to fashion an agenda, build
a network of support, and negotiate effectively both with those who
might advance and with those who might oppose the agenda. In the
process, managers [leaders] inevitably encounter the delima that is
both political and ethical--when to adopt strategies that are open an
collaborative and when to choose tougher, more adversarial
approaches. They will need to consider the potential for
collaboration, the importance of long-term relationships, and most
importantly, the values and ethical principles they choose."
Pete
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__(*)/' (*)_______________________________________________
| |
| Peter L. Heineman, Manager of Contract Training |
| University of Nebraska at Omaha |
| College of Continuing Studies |
| 1313 Farnam Street |
| Omaha, NE 68182-0335 |
| (402) 595-2340 FAX (402) 595-2345 |
| Internet: pheineman@unomaha.edu |
|_________________________________________________________|
You will become as small as your
controlling desire; or as great as your
dominant aspiration.
James Allen