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B207 - Block 3, Session 2, Politics of business and management :…
B207 - Block 3, Session 2, Politics of business and management :
Political contexts
Organisational
Inter department
External
Personnel
Different 'actors'
Examples
Rebellion against change
Alliances between
Departments
Peers
For advancement
Senior managers
Secure finances
More resourcing
Elements
Power
Values/interests
Institutions
Societal
World
Region
Country
City
Analysing the political context
Understanding
Main actors
Main interests
Existing power dynamics
Existing values
Stakeholder analysis
Any group or individual
Who has an affect
Is affected by
Bryson (2004)
Identify stakeholders
Identify their interests
Clarify stakeholder views
Identify key strategic issues
Identify coalitions of support and interest
Dynamic process
Stakeholder characteristics change
Johnson et al. (2008)
Power vs. interest matrix
High P + High I
Key player
High P + Low I
Keep satisfied
Low P + High I
Keep informed
Low P + Low I
Minimal effort
Managing the political context
Hartley and Fletcher (2013)
Political astuteness framework
Reading people and situations
Analysing and intuiting dynamics
Recognise differing agendas/interests
Using knowledge of
Institutions
Processes
Social systems
Understanding power dynamics
Individuals
Stakeholders
Building alignment and alliances
Work with differences and conflicts
Actively seek alliances
Create consensus among shared objectives
Interpersonal skills
Soft skills
Influencing
Buy-in
Create valued climate
Tough skills
Negotiation
Handle conflict
Achieve constructive outcomes
Strategic direction and scanning
Thinking long term
Scanning
Longer term issues
Noticing opportunities and threats
Multiple scenarios.
Personal skills
Self-awareness
Control
Curious about others views
Proactive disposition
