SimuLearn Scenario Five: Power and Politics

 MGMT 6330, Dr. David Sturges
SimuLearn Scenario Five: Power and
Politics
Group B2 Flash Report 6
John Tarwater, Daniel Anzak
July 22, 2014
1 Introduction
Almost everyone has been in a situation where a colleague or superior has begun to discuss
politics in the office. For some, this can be a light-hearted time as co-workers express common
dissatisfaction with a particular politician or policy. For others, however, the discussion can be
very uncomfortable because they find themselves in agreement with the policies under derision.
Worse, perhaps the conversation is not about governmental politics, but rather, the politics of
the company. How are employees and managers supposed to react—or even lead—in these
types of situations?
In the virtual leadership world, VLeader scenario 5 provides an opportunity for students and
budding managers to practice skills in this area. The scenario centers on a meeting between
Corey (you), Herman, Will, and Alan. The purpose of the meeting is to discuss how to handle a
crisis. A warehouse in South America has burned to the ground. This warehouse is one of three
that Nortic owns. The other two are in the USA, and in Europe. To add to this crisis, the
European facility has been taken offline for routine maintenance, and will not be up to full
capacity for at least two weeks. Another complication is that the group is faced with the decision
of whether to rebuild the South American warehouse in its current location, or to move the
operations to the States.
To succeed in this scenario, we decided to focus on specific ideas to be passed at the expense
of others. The details of this are included in our descriptions of each idea below. The key points
of our strategy were to complete the ideas we determined to be most appropriate while also
managing tension in the group. This turned out to be tricky since we needed to make certain
everyone in the meeting was sufficiently tense without being too tense. Alan in particular, had a
tendency to become too relaxed. Indeed, it is easy to spend too much time trying to get ideas
passed, rather than manage stress. This only makes things more difficult in the long run.
Do Nothing – This idea states that nothing at all should be done to communicate the disaster to
the Press, and thus not worry about the future of the company. This is obviously an Idea that
you do not want to pass. However, you can suggest it in a negative light from time to time while
you manage tension and encourage others to present unseen ideas.
Alan Talks To Press – In this idea, Alan suggests that he should be the one to speak to the
press about the incident in South America, since he is the most senior executive present for the
meeting.
Will Talks To Press – Will proposes that he should speak with the press about the South
American facility. This ides is incompatible with Alan Talks To Press.
Finish Meeting – Apparently nearby construction has knocked out the fiber optic to the building.
A temporary solution has been devised, but is not expected to last for more than thirty minutes.
Finishing the meeting quickly would improve chances that any decisions made could be
communicated to the outside world. It was often difficult to get the other meeting participants to
wait until the other critical ideas were passed before they suggested adjourning. Once the idea
progressed too far, it became impossible to stop its passage. Getting the right ideas on the
2 table, including those that were not yet known, was more important than this idea. One has to
work hard to limit Herman’s ability to pass this idea until other ideas are suggested.
Downplay To Press – This idea relates to the suggestion that the company delay notifying the
press about the incident, and when they are notified, the seriousness of the situation should be
minimized. Due to obvious ethical issues, our strategy here was to discourage the idea. In some
instances, this was difficult, and we had to settle for leaving it on the table when the meeting
was finished. Again, this idea was often used while we managed stress.
Rebuild Facility – Some people think that the facility in South America should be rebuilt as soon
as possible. This is especially important since this is the second of three facilities that has been
incapacitated. Our intention here was to attempt passage of this idea, though it was not critical
to our overall success. This is one of the hidden ideas, which will only be brought out when the
tension levels are kept at appropriate levels.
Move To States – It has also been suggested that this incident be used as an opportunity to
move the operations to a domestic location. This would help the company’s image, and save in
shipping costs. While this idea represents a significant amount of change and additional work,
the other participants seem to prefer this idea over rebuilding the existing facility. This is another
idea that is originally hidden from Corey. Once Rebuild Facility is brought onto the table, this
idea is usually not far behind.
Low-cost Provider – Apparently, just before the incident in South America, the Board of
Directors was about to agree on a new strategy for Nortic. This is one of those strategies, and
would focus on making Nortic a low-cost leader in its industry. This competes with the ideas
Best Products and Best Service. Our strategy was to get this idea passed by the group. Even
though it raises tension levels, it avoids the problem of once again changing the direction of the
company. Each of these strategic ideas are hidden when the simulation begins. As with other
hidden ideas, it is up to Corey to keep the tension in the productive zone long enough for them
to be brought out.
Best Products – This idea represents a second strategic option, which competes with Low-cost
Provider and Best Service. This strategy states that the company should focus on producing
leading edge products. We elected to resist approval of this option in favor of making Nortic a
Low-Cost Provider.
Best Service – This is the final strategic option, and focuses on committing Nortic to being a
leader in customer service. At one point Will even comments that he would be willing to have
the company sell its competitors’ products if it meant making their customers happy. We elected
to resist approval of this option in favor of making Nortic a Low-Cost Provider.
The dynamics involved in this scenario are more complex than those we previously
experienced. Interestingly, we also have the further complication of an ethical dilemma. There
were moments when it became quite difficult to deflect ideas such as Do Nothing, or Downplay
To Press. Indeed, even Finish Meeting can be difficult to deflect, even when such critical issues
need to be discussed and acted upon.
3 Outcome-Directed Thinking (ODT)
To build our ODT Map, we started with our primary goals for this project. We settled on two
goals: The first goal was to pass Scenario Five with a score of ninety or better. The second was
to create a Flash Report that not only describes how we successfully completed Scenario Five
in Virtual Leader, but also explains the concepts of Power and Politics and how they relate to
the scenario. The map is depicted below. OUTCOME DIRECTED THINKING (ODT) MAP
Team Benefits Become an Effective Team Gain More Experience working with Other People Personal Benefits Become a Better Leader by Applying Principles Learned Get a Good Grade on the Assignment Pass Scenario 5 with a score of 90 or b etter Goal Create a Flash Report that analyzes the Virtual Leader Scenario and the concepts of Power and Politics We do not know how to effectively pass Scenario 5 Obstacles Lack of Knowledge of Power and Politics Solutions Research strategies for Scenario Watch tutorials and PRACTICE! 4 Research Power and Politics We determined the benefits related to these goals to be both personal, and team oriented.
Personal benefits were that we would become better leaders upon completion of this project,
and that we would each get a good grade on the assignment. Team benefits were that we would
gain more experience in building an effective team, and working in groups.
Two obstacles to our goals were identified. First was that we did not have a strategy for
completing Scenario Five successfully. In order to overcome this strategy, we reviewed the
tutorials provided on Blackboard, and did some additional research online. Once we had a good
idea as to what we should expect, we accessed the scenario and practiced.
Our second obstacle was a lack of understanding of Power and Politics in the workplace. Again,
research was done to gain a background of these topics. Much of the material was found on
Blackboard, or in the textbook. But, as is often necessary, additional sources were found online.
This gave us a broad understanding of the implications power and politics make in the typical
workplace. We were then able to apply those principles to the scenario.
Power and Politics
http://www.gocomics.com/calvinandhobbes/1995/02/09#.U8xA0LGTFfY
Power and Politics in the workplace are a reality. Power in most of its forms is readily accepted
by most employees, since it is understood that decisions need to be made and that those
responsible to make them must have the authority to do so. Office politics, on the other hand, is
almost universally frowned upon. This is especially the case for those who have not learned to
use it to their advantage. To be srue politics and power are often intricately linked. Indeed,
politics can render the official power structure of an organization irrelevant. When this happens,
the power managers hold can turn out to be nothing more than an illusion.
Regardless of one’s opinion of politics in the workplace, the fact remains that it is not going
anywhere. This truth leaves employees with a choice between ignoring politics and hoping it
does not negatively impact them, or learning how to deal with it effectively. In this White Paper
we examined power and politics and applied what we learned to SimuLearn’s Scenario Five.
Power
5 http://www.2020socialjustice.com/category/power-and-privilege/workplace-power-and-bullying/
Often it is helpful to explore what makes up power, as well as how this power is distributed
throughout an organization. Giang defined power as “the ability of one person to influence
another person's behavior.” This ability can be granted to a manager officially (legitimate power)
so as to allow that person to supervise those under his/her authority. While this is the most
obvious source of power in an organization, it is by no means the only source. Power can take
several shapes. Giang outlines seven shapes that power can take in an organization (Giang,
2013):
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Legitimate Power – this is the simplest form of power. It is given to an individual simply
based on their position within the organization. Any supervisor is given legitimate power
over those they supervise. Looking at the scenario, the most obvious case of legitimate
power lies with Alan. When the idea of Alan Talks to the Press comes up, he states
clearly that as the most senior person at the meeting, he should be the one to handle the
task.
Coercive Power – coercion is often referred to as bullying, and involves the use of
threats and force. In the simulation, this often seems to take the form of rude comments.
One of the more amusing aspects of these simulations is the things the characters say.
It would be tragic indeed if there were a lot of work environments in which employees
lacked the professionalism to refrain from insults.
Expert Power – superior skills and/or knowledge can result in an informal power.
People will often go to this person for guidance in making decisions. In the simulation
this is again reflected in Alan, who is shown to have the most experience in dealing with
investors and the media.
Informational Power – the catchphrase “knowledge is power” is often true. The difficulty
is relying on this form of power, though, is that it can be difficult to retain. Once the
desired information is more widely known, the original holder loses his/her influence. As
mentioned earlier, the simulation contains a number of ideas which are not immediately
available to Corey. This is because the other participants bring them up when they are at
the appropriate level of tension. This gives them a certain level of power, since the
simulation cannot be successfully completed until they bring their ideas to the table.
Reward Power – anytime one individual determines whether another person will receive
a promotion, raise, or any other type of reward, they hold power over that person. This
dynamic is hinted to in some of the background information for Simulation Five. For
example, it is noted that Rosa no longer works for Corey, and that Corey no longer
works for Will. Both characters have been promoted within the company. This obviously
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reduces the level of power these individuals have over each other. Each must rely on
other forms of power since they no longer direct control what rewards the other might
receive in the future.
Connection Power – it is often said that it is know what you know, but who you know.
This is an example of connection power. Connection power can be used in the
simulation by green clicking on people who are supporting ideas that you want passed.
Once an idea gains the support of more than one person, momentum will build, and it is
easier to complete that item. This can also be achieved through non-verbal
communication via a right click in the green area. Like the simulated world of VLeader,
one can encourage a colleague though a gesture or a touch as powerfully as one can
through the spoken word.
Referent Power – coming from an ability to inspire people, whether through
accomplishments, personal qualities, or both, referent power is considered the most
valuable form of power. The ultimate goal of any leader, including Corey in our
simulation, is to gain referent power. In the simulation this can be accomplished by
supporting ideas that other characters like, and by supporting the characters
themselves.
Politics
http://welearnindia.wordpress.com/2013/07/15/handling-conflict-in-the-workplace-2/
While power examines who makes things happen in an organization, politics can be looked at
as how to make them happen. In It’s All Politics: Winning in a World Where Hard Work and
Talent Aren’t Enough (Reardon, 2005), AnneMarie Kaul’s defined politics as “the positioning of
ideas in a favorable light by knowing what to say, and how, when and to whom to say it”. The
summary further notes that there are five key areas a person needs to develop to successfully
deal with politics in the workplace: intuition, insight, persuasion, power, and courage.
Intuition – Intuitive people will behave unpredictably, varying their actions to accommodate the
circumstances. They also tend to use their gut feelings when making decisions. A final
characteristic of an intuitive person is to show empathy. Sensitivity to the feelings of others
helps to form connections, which puts the intuitive person in a “better position to guide future
outcomes”. Some tips to improve intuition are:
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Ask a lot of questions
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Don’t make assumptions
Learn how things are normally done
Read between the lines
Look for differences between verbal and nonverbal communication
In Scenario Five, intuition is critical for success. Corey must determine how the other characters
are feeling and act accordingly. One can do this through clicking in the center, which often asks
a question, or by hovering over a character, which illicit a note about what a particular character
is thinking.
Insight – While intuition involves assessing the situation, a person with political insight will know
how to respond to that situation. Insightful people 1) are typically patient, 2) look at problems
from all angles, 3) choose the best option after considering the positives and negatives, 4)
consider the reactions of others, 5) frame ideas in a way that is appealing to others, and 6) do
not make assumptions.
An insightful person will use these skills both before and during interactions with others. In order
to prepare for these interactions, it is important to:
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Get to know people and form alliances
Test an idea or concept on a select audience
Prepare a response prior to negative reactions
Possess a solid track record in your field of work
Suggested principles for responding to negative conversation during an interaction include:
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Know when to confront, when to back off, and when to ask for support
Recognize when to apologize
Give credit to others
Divert attention away from sensitive or unresolvable issues
Paraphrase what was said in a favorable context.
In our simulation, many of these principles can be utilized in a number of ways. When a
character begins to support an idea that Corey needs to get passed, green-clicking on that
character can provide the support needed to build momentum. This was particularly true in the
case of getting Alan Talks to the Press passed. Once Rosa began to support this idea, we were
able to green-click on her, which encouraged her to continue. This would in turn influence others
to get on board with the idea.
On the other hand, if it seems as though a particular idea is not supported by any character,
diverting attention to another topic may pave the way for success later in the meeting. One
example of this was trying to get the idea of Low-cost Leader passed. We found that other
characters were avoiding the issue by constantly changing the topic. One way to handle this
effectively is to bring up a topic that is more universally supported in order to bring down tension
levels. In one instance, we were able to make this work by red-clicking on an unpopular idea
such as Do Nothing. This helped to create some solidarity as everyone worked together to
8 oppose the same idea. We were later able to return to Low-cost Leader and get it passed with
less resistance.
Finally, discerning when to confront a person directly, or give credit to them, is helpful in
managing their individual tension level. If a character is becoming too relaxed (which we often
experienced with Alan), making some negative comments (red-clicks) on the person, or
introducing a topic that the character does not like may bring him/her back into the productive
zone. Alternatively, if a character is too tense, it is important to help them to relax by making
supportive comments (green-clicks), by negatively introducing an idea they don’t like, or by
positively introducing a topic they do like.
Persuasion – defined as “the ability to position ideas in an appealing manner so others will
accept them”, persuasion is considered one of the most important components of influence. It is
also contrasted with manipulation, which involves deception, whereas persuasion requires the
presentation of facts, albeit in a positive light so as to promote the presenter’s agenda. Three
common strategies for persuading others are reciprocity, scarcity and authority.
Reciprocity involves helping somebody with the anticipation that the beneficiary will return the
favor at a future time. Scarcity is a strategy that can be used when a person possesses
something that is in high demand, but short supply. This can come in the form of a product,
service, or information. Exercising the Authority strategy requires the individual to become an
expert in a certain field. As with scarcity, it is helpful if the expertise comes with a high demand
and low supply.
In Scenario Five, some of the hidden ideas will be revealed, but nobody in the meeting is willing
to bring them up. This leaves the task to Corey, which presents an opportunity for him to use
persuasion to move the direction of the meeting. Red-clicking an idea to introduce it in a
negative light, or green-clicking them to introduce them in a positive light has a significant
impact on the level of influence Corey has over the other meeting participants. For example, at
the beginning of meeting, green-clicking on Alan Talks to the Press can start the meeting off on
a path that is more likely to lead to other important ideas being passed as Corey intends.
Political Power – Since power has already been discussed, there is no need to go into detail
here. The main thing to keep in mind here is that political power is usually based on other
peoples’ perceptions, and can be easily lost. There are a few steps to follow to improve and
maintain this power, however. They include maintaining appearances, maintaining relationships
with people who can help you, enhance communication skills by listening more, objectively
assessing the power of your position, seek out advisors, say thank you when people help you,
return favors, increase your knowledge of the organization, and improving your skill set.
Courage
Even if a person has done all of these things, if he/she lacks the courage to undertake the risk
inherent in using power, it will do them little good. However, it is always important to be
objective when trying to accomplish a goal. It is easy to overestimate one’s own power, or to
underestimate someone else’s. This can lead a person from crossing the line from displaying
9 courage, or committing career suicide. In order to avoid this, consider asking the following
questions:
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Do I have the needed support?
Is my track record sufficiently developed?
Am I up for the challenge right now?
What are the win-win and no-win options?
Power and Politics and VLeader
Scenario Five in VLeader involved successfully navigating the usual tension, power, and overall
leadership. However, to steer through these areas well, we had to manage the relationships of
power and politics. Our player was not the most senior individual in the room. Moreover, the
other members of the meeting were not always in agreement. Thus, we were forced to identify
who was the legitimate power in the group—Alan—and build alliances with others through
reward and connection in an effort to increase our own power. As in real life, this can only be
accomplished through the proper balance of tension and of verbal praise and admonition.
Conclusion
Possibly the most critical aspects to accomplishing something within an organization are
knowing who holds the power, and determining how to acquire it for yourself, or align yourself
with those individuals. VLeader provides an excellent venue to practice and master these tools.
As in VLeader, power and politics must be managed. To be sure, this is not easy in life or in
virtual meetings. Tension most assuredly will be raised in the process. But if the tension is
managed and one navigates the dangers of office politics and power, it can prove to be as
productive in real life as it is in the virtual world.
As managers and leaders it is not enough to simply know what is happening around us, we
need to know why they are happening. Situational awareness, coupled with the courage and
skills necessary to navigate these complications can make the difference between a failed
leader and a game changer. Learning how to successfully engage in office politics is critical to a
leader’s success. This is especially true for those who are not naturally inclined to engage in
politics, because, as we mentioned before, whether a person likes it or not, politics is a daily
reality that impacts all of us.
10 References:
Kathleen Kelley Reardon. It’s All Politics: Winning in a World Where Hard Work and Talent
Aren’t Enough. New York: Broadway Business (Crown), 2005.
Giang, V. (2013, July 31). The 7 Types Of Power That Shape The Workplace. Business Insider.
Retrieved July 19, 2014, from http://www.businessinsider.com/the-7-types-of-power-that-shapethe-workplace-2013-7
Clip art originated from MS Office and Animation Factory.
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