the politics of diversity presentation (slide share)
DESCRIPTION
Presented by Shaunice Hawkins, September 2010, at the USDA FSIS Diversity Training Conference, Hyatt Regency Crystal City Hotel, Arlington, VATRANSCRIPT
Shaunice Hawkins
Chief Executive/Chief Strategist
Evolutions Consulting, LLC
Presented September 2010 | USDA FSIS Diversity Training Conference | Hyatt Regency Crystal City Hotel, Arlington, VA
The informal and sometimes emotion-driven process
of allocating limited resources and
working out goals, decisions, and actions
in an environment of people with
different and competing interests and personalities.
[Source: Adapted from Enlightened Office Politics by Michael S. Dobson & Deborah S. Dobson]
Role Power
• Power inherent in your current position
Respect Power
• Power drawn from the opinions and
thoughts of others
Rhetoric Power
• Power gained via your ability to
effectively communicate
[Source: Adapted from Enlightened Office Politics by Michael S. Dobson & Deborah S. Dobson]
REASON/
PURPOSE
ROLE
RESPECT
RHETORICRESOURCES
RELATION-SHIPS
Resource Power
• Power derived from what you control
Relationship Power
• Power drawn from whom you know and
how you know them
Reason/Purpose Power
• Power gained from being goal-oriented
TYPES OF POLITICAL POWER
Change
• Motivates people to apply political strategies
for self-protection and to manipulate change
itself
Circumstances
• Encompasses a wide range of environmental
factors within and outside of the office that
affect behavior
Community
• Organizational values and issues translated
into collective workforce behavior (i.e. line of
business, affinity group, ad hoc committee)
[Source: Adapted from Enlightened Office Politics by Michael S. Dobson & Deborah S. Dobson]
Competition
• Rivalries that are far more emotionally intense
than facts/reality may seem to warrant
Culture
• Both formal and informal norms that dictate
overall organizational behavior
Customers
• Internal and external end users/stakeholders
who can and often do become power players
within the organization
CHANGECIRCUM-STANCES
COMMUNITY COMPETITION CULTURE CUSTOMERS
POLITICAL TERRAIN
[Source: Adapted from Enlightened Office Politics by Michael S. Dobson & Deborah S. Dobson]
POWER PLAYERS/POLITICAL STAKEHOLDERS
SUPPORTER ALLY
ADVERSARY OPPOSITION
NEUTRAL
CO
MM
ON
ALIT
Y
OF
IN
TE
RE
ST
RELATIONSHIPLow High
High
Low
LEVELS OF SUPPORT
ADVERSARY ALLY
TYPES OF RESISTANCE
ACCEPTANCE
TECHNICAL
CULTURALPOLITICAL
INDIVIDUAL
X – Current Position of Support O – Ideal Position of Support
EXAMPLE
STAKEHOLDER RESISTANCE
TYPE
ADVERSARY OPPOSITION NEUTRAL SUPPORTER ALLY
Strongly
Against
Moderately
Against
Neutral Moderately
Supports
Strongly
Supports
Barbara T X O
Ken A X O
Shubha C X O
Javier X
Miko Li P X O
Travis I X O
CHANGE AS A MOTIVATOR
CHANGE
STRATEGY
•Organization‟s plan or course of action
STRUCTURE
•Salient features of organizational chart
SYSTEMS
•Procedures and routine processes
STAFF
•Organizational workforce STYLE
•Leadership character and behavior
SHARED VALUES
•Organization‟s guiding principles
SKILLS
•Distinctive capabilities of the workforce
[Source: Adapted from 7S Model (Waterman, R. H. Peters, T. J. and Philips, J. R. (1980) Structure is
not organization. Business Horizons. June. Foundation for the School of Business, Indiana University.]
“It is in my best interest to convince
others it is in their best interest to
put my interests first.”
~ Anonymous
CASE STUDY: OLD SPICE
According to Nielsen, Old Spice sales rose 11% since February 2009 and seem to be
gaining momentum since the Isaiah Mustafa campaign broke, including a 107% spike
in July 2010.
HOW INFLUENTIAL ARE YOU?
“WHAT’S IN IT FOR ME?” [WIIFM]
WIIFM APPROACH
Value Statement Define precisely why adversary/opponent participation is needed and
how his/her participation will help
Benefits Appeal to an adversary‟s/opponent „s self-interest by explicitly detailing
what personal benefits will result from his/her participation
Perceived
Investment Value
Increase perceived value of participation by linking it directly to the
accomplishment or attainment of a goal
Perceived Return
On Investment
(ROI) Value
Increase the perceived value of what is received by assigning more
value to what you are offering
STRATEGIES FOR SUCCESS
WINWIN
• What type of political power do I possess? What type of political power do my
opponents/adversaries possess?
• Which of the organizational touch points do I affect the most change? Which of the
touch points do my opponents/adversaries affect the most change?
• What strategies can I devise to reduce acceptance, political, technical, cultural and
individual resistance within the organizational touch points I affect the most
change?
• How can I most effectively use my power of influence to gain the support of my
opponents/adversaries? What is the value proposition or the WIIFMs (“What's In It
For Me") for them?
For additional information, contact:
SHAUNICE HAWKINS
Evolutions Consulting, LLC
866.283.5325. Ext. 700
www.evolutionsconsulting.net