Presented by

Derek Zuckerman, PhD

CAMPUS POLITICS

Assistant Vice Provost for Residential Life,Iona College

How do you define“Politics”?

Definition of Politics

Politics is the art and the science of managing and governing one’s entire social and economic affairs, interactively in conjunction with the rest of the community, especially the collective governing of a political entity, such as a nation, the administration and control of the nation’s internal and external relationships. (Maskanian, n.d.)

Definition of Politics

Politics is “How people use power within a social setting, gain status, or maintain distinctive interests.”

“Politics involves the way people define their interests or concerns and … it is natural for different individuals and groups to have different interests. Politics relates to the way that people try to assert their particular interests and the way they use power and strategies to assert their interests.” (Kezar, 2008, p. 408)

Politics

Fight over scarce resources and priorities

Non rational behavior

Fear of change

Higher Education as a Political Organization

Shared governance widely practiced with limited hierarchical authority

Kezar states “Faculty, staff, students, and administrators form separate subcultures with different value systems and often different institutional goals and purposes” (p. 409).

Can you identify the different subcultures on your campus?

Can you highlight examples of politics from your work environment?

POWER

Formal and Informal Types

– Legitimate Power– Reward Power– Coercive Power– Expertise Power– Reverent Power– Charismatic Power– Situation Power– Information Power

Legitimate Power

Power derived through one’s position

Title’s speak– President, Vice-President, Doctor, Officer, Department

Chair

• Negotiating Tip – Use your title, secretary screening calls, your office, length of service, tradition

• Intimidation

Reward Power

Power derived through the ability to offer rewards.

By making this choice we are getting the “best” person, product, retention rate, etc…

Coercive Power

Power derived from the ability to punish

Use often in combination with reward power

How do you react with people who use coercive power on you?

Expertise Power

Power derived through advanced knowledge or experience in a particular subject

Doctor, car mechanic, plumber, IT

“That’s not my area of area of expertise, but our experts are the finest in the business. You can have complete confidence in them.” (Dawson, 1995, p. 234)

Reverent Power

Power given to anybody with a consistent set of values

Priest, Christian Brother

People trust consistency over time and this can be used to influence behavior

Charismatic Power

Dawson describes it as “A special quality that gives a person the ability to capture the imagination of another person, inspiring support and devotion” (p. 231).

Think about whether you would agree to do something asked of you if you did not like the person.

Situation Power

Prevalent in large organizations and government agencies where there is not much latitude in how job functions are preformed

Post Office, DMV, Deadlines Closing procedures, damage billing

Information Power

Sharing information with someone creates a bond

A level of secrecy at the executive level gives control over workers

Human nature is such that people want to know what is going on. People can not stand a mystery.

Analyze Your Workplace

Understand the macro environment– Read the Chronicle of Higher Education– Know your local community and its leaders

Appreciate your campus/division/office environment– Understand the formal and informal structure– How are decisions made and by whom?

Analyze Your Workplace

Follow the money– How are budgets determined?– How are resources allocated?– How are priorities assessed?

Relationships– Develop advocates/allies who have influence

Lessons

Build critical relationships Listen Communicate selectively and then follow The

NY Times rule Align your personal goals with those of the

institution Be professional

Lessons

Respect individuals and the chain of command Choose your battles How can you find mutual agreement How can you make your supervisor look good How can you get involved in your organization or

community

Managing Politics

See the “Bigger Picture” Write things done and be prepared with

quantitative data Measure performance, not personalities Do not be intimidated by people using the

power they have when negotiating

References

Dawson, R. (1995). Roger Dawson’s secrets of power negotiating. Franklin Lakes, NJ: Career Press.

Immerman, S. D. (2009). Organization and politics in higher education: Success strategies for IT professionals. Retrieved May 23, 2011, from http://www.educause.edu/sites/default/files/library/presentations/NC09/SESS43/NC09_Immerman_Stephen.pdf

Kezar, A. (Jul/Aug 2008). Understanding leadership strategies for addressing the politics of diversity. Journal of Higher Education, 79 (4), 406-441.

Maskanian, B. (n.d.) The Venus Project Foundation. Retrieved May 23, 2011, from http://www.venusproject.com/definition-of-politics.html