Discussion on:

Office politics: Making the most of your environment

Excellent points about:
(1) The need to make whatever you do work in your own organization's (political) environment, which I include in my project management seminars as an often-overlooked critical success factor, necessary but not sufficient for project success.
(2) Distinguishing the REAL ways things get done in organizations, as contrasted with the presumed ways epitomized in mission statements and policies and procedures manuals. In my process improvement seminars, I emphasize that many/most initiatives fail because they aim to change the presumed process, which often isn't really happening, rather than the REAL process, which frequently is not even recognized and includes customs and beliefs, as well as procedures.
(3) Asking and listening, in order first to understand and appreciate the various perspectives which come to be characterized as "politics." This mindset, including recognizing and reconciling conflicts, is most important for discovering the REAL, business requirements that provide value when accomplished. The techniques described are good starts, and a number of additional methods are available to help, especially the Problem Pyramid?.

However, in my experience, people most often use the term "politics" to rationalize seemingly irrational decisions which they don't agree with. Note, equally irrational decisions that one agrees with are never characterized as "politics."

Robin Goldsmith
Author of Discovering REAL Business Requirements for Software Project Success

I only hear the use of the word politics perjoratively as if it is always the negative or evil side of business. The reality is that all companies have political processes; they vary by degree of effectiveness. The act of governing and decision making is the very definition of politics.

I think the biggest challenge in any organization is getting team members to recognize that absolutes are imaginary. Robin's point that irrationality depends on which side of the decision you stand on is too often true. Group human behavior is complex, just as the path a final decision can take.

Robin refers to the "REAL ways thing get done in an organization, as contrasted with the presumed ways epitomized in mission statements and policies ..." shouldn't be interpreted as dismissive of mission statements or policies. My experience with "politically effective" organizations that embrace a mission statement with appropriate policies didn't result in Jim Jones koolaid clubs: It aligned, but not blindly.

Organization do change over time, and Robin correctly points out the need to evaluate customs and beliefs. Understanding how those customs and beliefs arose will help the organization adapt to change. And effective politics is at the heart of effective change.

Clear, concise and most realistic point of view.