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In any organization, your chances of success depend on your ability to observe and synthesize a complex set of often conflicting signs and data. You must be attuned to cues about what is most important, what is at stake for the organization, who will support you, and who will block you. One effective strategy that will help you make sense of these undercurrents is to periodically step back from the action. Picture this as leaving the "Dance floor" where the action is and "Getting on the balcony," so that you can observe the action.
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