While small organisations are generally spared political decisions, most large groups are confronted with this old demon, which takes over the operational side for obscure reasons.
In these groups or large organisations, it is common to hear the phrase “you’re right, but politically it’s not defensible”. What can a junior manager - or worse, a member of staff - do when faced with such statements and situations? Not much, unless they want to go to war and potentially lose their job…
While this ‘political’ approach is often detestable in ethical and professional terms, it is difficult to combat. Although the following solutions or measures may seem modest, they have the merit of existing and working according to our experience:
• Analyse whether the timing is right: sometimes you have a good idea too early and senior management is not ready to hear the message. In this case, you have to wait and come back to the subject at a later date. Sometimes changes in management can encourage these new attempts…
• Defuse the situation using a “step by step” tactic, explaining the solution in homeopathic doses, opening, and closing doors skilfully, like a spider weaving its web.
• Find one or more ambassadors who are sympathetic to the proposal but don’t want to expose themselves… politically. These people are often very helpful in mitigating the “political” effects by defusing criticism and talking about the project “off the record”.
• In some cases, working through the absurd, i.e. first proposing solutions that are “out of context” or very radical in order to shock senior management, then coming back with solutions that are more “compliant” but that still achieve the objectives you had set yourself.
• Working by “trickery” or flattery, i.e. letting senior management believe that they have found “THE” solution…
In all cases, it is advisable to document the various stages in order to be able to argue, at least internally, when the time comes and to ensure that “the organisation doesn’t explode with the project”: politicians have a well-known double standard: when it works, it’s them; when it fails, others and circumstances are responsible…
Finally, there are projects that are so politicised and/or unhealthy that, if possible, they should be avoided, delayed, or even “buried” as long as the terrain is hostile.
All these measures are simply ‘workarounds’ for policies that are beyond our control: there’s nothing glorious or satisfying about that, but sometimes you have to go through these stages.
At group level, there are plenty of projects that have not come to fruition, simply because politics got involved. Nevertheless, it’s important to remember that there are ‘good policies’ that move projects forward satisfactorily.
In conclusion, when many decisions in a group are politicised, you must take a stand and ask yourself whether your own position and function are in line with your personal ethics and deontology. If so, there’s nothing to worry about; if not, you need to have the courage to step out of the game.
Have a good start to the summer, enjoy your projects, happy reading and see you soon!