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Company Politics


Company politics are in all organisations. It's just in some organisations it has a greater detrimental effect on individuals and performance than in others.

Company politics can be costly and challenging, sapping energy of individuals, teams and the organisation as a whole.

It can also constitute opportunity and competitive advantage. Everything that that occurs in the shadows is not bad or costly. For instance, bending the rules can serve the business.

And for some people company politics is exciting! Whether you agree with this or not, what is certain is that it is definitely of benefit if you understand it.

What is company politics? Or the shadow side?

What comes to my mind is that it includes the unidentified, covert, undiscussed, unmanaged and undiscussable things that influence the organisation. Such activities and arrangements can substantially affect not only productivity but also quality of work life. This can include positive arrangements. For instance, when a person has a line manager whose management style does not suit that person and s/he finds another person to manage/mentor him/her on an informal basis to everyone's advantage.

Company politics includes:

  • informal and formal organisational culture - assumptions, beliefs, values and norms
  • personal styles and behaviours of individuals
  • informal and formal organisational social systems - in-groups, out-groups, cliques, warring factions, departments, functions, etc
  • the use of formal and informal power - self-interest or positive, organisation-enhancing
  • individuals hiding their perceived failings and others trying to find them out

And what can you do about it all? Whatever role you have you will benefit from knowing about the specific shape of company politics within the organisation that you are working.

Here are some ideas that you may find of help (for starters!):


  • put your antennae out to notice what is not being said/discussed

  • be inquisitive/curious and explore sensitively

  • reflect on what assumptions you and others might be making and check them

  • notice if you are inadvertently condoning so-called minor breaches

  • become sensitive to the idea of unwritten rules (e.g it is OK to come late to meetings) and explore possible consequences - some maybe positive

  • model the behaviour you want others to display e.g. if you want to encourage new perspectives you could give another perspective to an opinion that you have put forward then ask others for more perspectives on your initial opinion

  • if you would rather not know, consider what reasons might be behind that response. For instance, it may relate to your belief that you won't be able to handle it even if you do know - and yet there is usually more than one way to deal with things

  • notice when you feel uncomfortable about discussing an issue - or when others feel this way

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