Navigating political environments

Rev. Jun 09, May 14
(Based on the unit Develop and use political nous PSPGOV515A)

If you want to get things done and find yourself dealing with many stakeholders, you'll need to be sensitive to the political environment if you want to navigate it.

 

Why?

First, it can be quite legitimate. You might be working with lots of organizations. They are all not only in constant change but all have things they need to get done and things they are responsible for.

Besides, they all have people who make decisions and want to take their part of the organization in particular directions. Some people are very influential, and some feel left out of decision- making. Some who don't participate might have a veto on the result. And there are people at the top who must eventually take responsibility for decisions made below them, so they need to look good to their constituencies. And some groups may already have their own alliances to work together.

On the less legitimate side, two key people might be unable to work together because they have very different views, or some kind of animosity, or be very ambitious. Other people might be friends from way back, and share ideas all the time.

 

Identify the political terrain and evaluate the climate.

Who are the stakeholders? Identify them. For example, in the government they could be:

In a community organization, they would more likely be members, employees, funders and donors, clients, board members, and some people in the general public.

Whoever they are, you need to take their views into account. Most decision-making bodies have politics of their own and you will need to find out who are the gatekeepers and powerbrokers.

What kind of power is the currency in use? It could be:

There is also corporate politics, even when everything is honest and legitimate. Who really makes the decisions? Usually there are vested interests, people with power, and people with vetoes. And these people may also have their own agendas.

Find out what political agendas are in play. For example, a board member might have been elected because the organization has cost blow-outs. If you want to propose a very expensive new change, you might have to firm up your cost-benefit analysis.

So you need to be sensitive to agendas, both open and hidden, learn more about them, and utilize them to get things done.

When you find out the current agenda, think of it in the wider context so you can appreciate the big picture and see more than one perspective. The ask yourself, "What impact does the agenda have on what I need to get done?"  You should normally confirm your answers with your supervisor.

Check your information about the organizations you have to work with. You may need to use sources from both inside and outside, and then verify the accuracy of your information.

Look at the range of wider factors and take them into account. These might include government politics (e.g. expected change of policy), the social and economic climates, emerging trends and current and possible future goals of the organization.

 

Form alliances

Who has power and where does it come from? And who is prepared to trade mutual support and what benefits would there be in doing so? Then weigh up the risks and benefits of possible alliances.

Lobby interested groups and individuals for support. You may need to negotiate your ideas and courses of action to create a win-win relationship.

Build influence with key policy makers, decision makers and influencers. Set up a meeting and find a way to offer more than you need to take.

Depending on time and the extent that things are all official, it can be good advice to find ways make friends with people, even if they don't want to be made friends of. Figure out how they tick and the approach that will work for them.

Listen very carefully to their thoughts and opinions, and be mindful that they might not tell you everything you need to know. Some will be quite sincere, and others will be poker players who don't show all their cards.

 

Bargain and negotiate to achieve outcomes

Develop a sound position with supporting arguments, and formulate responses to possible contrary positions. Then negotiate positions and refine them based on feedback from the others. Be prepare to give in a little, especially when the other side has a legitimate need. Look for win-win relationships.

In any case, the point is to gain consensus so that in the end, you have outcomes that you can implement.