Chapter 12 in your eText focuses on political skill and the change manager. While ‘being political’ is often a term of criticism, being viewed as ‘politically skillful’ is often a compliment. What are some specific ways you can be political in your workplace or a previous or future place of employment that would help you become a successful change manager? Give specific examples to support your thoughts.


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Change manager is a term that has broad application to people with diverse range of involvement in organizational change process. Palmer, (2016).

I believe diplomacy goes a long way when it comes to terms of politics. Playing good politics enables people to further work for their team both fairly and greatly. To have the ability to recognize bad politics around us can help us achieve our goals positively while keeping our focus on the good people that can help us grow faster. It is imperative we understand what is good politics and what is bad politics, doing so we can define the different ways of relation connection as respect, romance, friendship. This can help influence people in a positive way and make connections. Knowing when and with whom to get closer to is extremely important. Developing our skills being a people’s individual can help fortifying our interpersonal skills that can lift us to get to good terms with connections while trying to build and maintaining our network. When in this type of situations is great to be brave but it is also important not to be naive. Always being courteous to everyone that way we can always protect ourselves, the need to guard what we say and what we do is a must as people will repeat what we say or do sometimes with a negative tone.

I think the key to success in the matter is to live by example. Listening more than talking. Let people have their opinions, at the end of the day it is exactly that, their opinion and with that being said I am not implying for us not to have our opinion, in the contrary, we should let others know our capability but never forcing our thoughts. I experienced many managers of change or agents of change in my lifetime at work and they all had something in common: they do what they say they are going to do. It is not only saying things and then forgetting we said it, it is living by our own example. I remember my latest boss, every time people would talk politics with him, he would always listen with diplomacy. I noticed he would maintain the guest engage in their topic without saying much of his personal opinion, rather giving the person space to talk about what they knew and were passionate about.



I fully agree with the writer when he states that organizations are political systems- how else can they operate when there are so many internal and external dynamics that are blended into their operative state. After all its rules and regulations are tied to governmental allowances as well as those laid by its shareholders for internal orchestrations. Where there is competition, I believe there is the presence of politics in the schemes of things and those who are more adept at the game tend to be more successful in achieving the goal.

In the case of being a successful change manager with political skills, I certainly believe that social astuteness is the starting point. When you know the rules of the game it makes for a better player. Know the type of environment and what are the strengths and weakness within the organization, know who wields the power to enact changes to address these issues, observe the audience who will be affected by said changes so as to identify other change champions this is critical. I’ve always shared that the shoes of a change manager are mighty to fill and a skill set that should be highly respected as the mantle is weighty. This person must balance the scales of corporate as well as the needs of the people and the divide calls for interpersonal influence, and trust in both sectors. With an apparent air of sincerity this “networking butterfly” can build alliances to move the needle towards the change needed as well as unearth the root of the issues from colleagues.

I see our current Culture Director skillfully balancing on the platforms with senior leadership driving the nail of her value deeper into the core while being a point of sure resolve for almost all situations that arise whether parlaying with transitions post company acquisitions, driving the focus on culture and engagement, and being an ear for innovative ideas and implementation. This not only provides her with the influence needed but the by in or power to move things in the chosen direction. I guess this is what Ferris meant in our e-text by being savvy and street smart (Palmer,2016).

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