Traditional research emphasizes politics as illegitimate behavior that is non-sanctioned, exploitative, manipulative, self-serving, and ultimately harmful to individuals and organizations. As a result, many change agents dismiss politics as a manipulative and disruptive force within an organization. But dismissing the political nature of organizations may lead to miscalculations. Denying the need for political skill may mean missing opportunities, making change agents and organizations more vulnerable.

A conceptual paper by Waggoner (2020) explores the relationship between organizational politics and change, arguing that political skill is vital for change agents. It challenges the traditional negative view of organizational politics, suggesting it can be a normal and even positive force when used effectively. Waggoner suggests that political skill redefines organizational politics by emphasizing sophisticated influence efforts, suggesting that these skills can be developed and improved to positively influence change management outcomes. Rather than viewing politics as a negative aspect of organizational behavior, it is seen as a competency that change agents can use to advance their efforts.

Waggoner offers a political skill model that centers on the idea that political skill can be a sophisticated behavioral competency that aids change agents. The model posits that political skill comprises the following key competencies:

In Waggoner’s view, change agents can improve their ability to lead successful organizational change by developing these political skill competencies. He argues that recognizing and utilizing this political skill will improve the overall success rate of organizational change initiatives. He further suggests that change agents and organizational leaders should recognize and accept the use of political skill rather than trying to eradicate political behavior. Instead of dismissing politics, it should be seen as a valuable tool for successfully enacting change. Political skill helps change agents be nimble in a volatile, uncertain, and disruptive world. Waggoner argues that political skill may, in fact, be a more critical driver of change success than other behavior-based leadership skills.

Waggoner also highlights the need for further empirical study on the positive aspects of political skill to address a gap in the change literature. Continued study can contribute to the growing body of writing on positive politics by shifting the long-held negative interpretation of organizational politics to recognize its potential as a valuable tool for enacting successful change.

Source:

Waggoner, D.P. (2020), “The use of political skill in organizational change”, Journal of Organizational Change Management, 33(5), 753-763.