The Perceptions of Organizational Politics Scale

The perception that politics dominates your workplace can create serious problems. Such beliefs can be based on fact or fantasy but, either way, they shape the behavior and attitudes of the people who hold them.

For example, staff may be reluctant to work hard if they think that powerful people or cliques will hold them back in their careers. Or, if they feel that they need to "play the game" to get ahead, they may prioritize their own agenda over your business objectives.

What's more, a reputation for being highly political could make it hard for your organization to keep good people, or to hire new ones.

In this article, you can find out how to use the Perceptions of Organizational Politics Scale (POPS) to measure how political your people perceive your organization to be, and how you can respond to the results.

What Is the Perceptions of Organizational Politics Scale?

The Perceptions of Organizational Politics Scale* was developed in 1989 by Gerald Ferris, a professor of management and psychology, and his collaborators, Gail Russ and Patricia Fandt. Ferris and K. Michele Kacmar developed the idea in 1991, and refined it the following year.

The core of POPS is a list of statements that you invite your people to respond to, such as, "Working here, you have to learn who not to cross," and "If you need help, you can rely on a co-worker."

The options for responses are:

• Strongly agree.
• Agree.
• Neutral.
• Disagree.
• Strongly disagree.

You could use POPS occasionally, as part of an annual employee survey, for example; or more frequently, to keep your "finger on the pulse." You might wish to roll it out across the whole company, or focus on a specific team.

How to Use POPS

Despite the academic study that underpins the model, the exact questions that you ask, and the way that you ask them, are largely up to you.

Below is a list of 28 example statements adapted from Ferris and Kacmar's 1991 study. You could use all of these and more for a wide-ranging survey, or you could focus on particular areas of concern, as in this interactive example. Tailor the list to the needs of your own organization or team.

When you conduct your survey, be sure to brief people on what you're doing and why, so that you can manage expectations, get as much engagement as possible, and avoid cynicism about your motives.

Emphasize that people's answers will be anonymous and confidential, and allow them time away from their usual duties to participate.

Announce when you'll report on the findings and how you'll decide on any resulting actions. But take care not to preempt the results of your research by defining these actions in advance.

Analyzing the Results

POPS analysis doesn't specify what perceptions count as significant in your results, so you must decide for yourself what is acceptable in your organization and what is cause for concern. In particular, look out for high numbers of people flagging the same issue.

A disappointing or surprising result doesn't necessarily mean that your company has a serious or pervasive problem with office politics. But, it does mean that some people believe that such an issue exists, so it's vital to listen to and address their concerns openly and honestly.

Guard against being defensive. Instead, start by reporting your headline findings. Then, consider the following actions:

Reward Teamwork

Encourage people to collaborate more often and more effectively by including teamwork as a metric in appraisals. Then, when you achieve your objectives, make a point of praising the whole team, rather than just the project leader.

Working together will help to build better relationships and greater trust within your team. This can reduce the impact of office politics, whether it's real or perceived.

Encourage People to Speak Up

When office politics make people feel that they are better off staying silent, no one else can benefit from their knowledge, opinions or ideas. This reduces the scope for innovation or creativity, and increases the risk of groupthink. Groupthink occurs when people's desire to "toe the line" overrides their desire to think critically or offer an unpopular opinion.

To remedy this, support your people to speak up and to engage in healthy debate. Set an example by involving your team members in problem solving and decision making, and by ensuring that your conversations with them are respectful but direct.

Break Cliques

Cliques can prevent knowledge and expertise from flowing freely in your organization. They can also create exclusion, resentment and distress. In extreme cases, they may even cause you to breach discrimination laws.

To prevent cliques from forming, select individuals from different teams or departments to work together, when it's appropriate to do so. Encourage your team to break down silos by finding allies from across your organization. And harness the energy of your "extra milers," who tend toward collaboration and bridge building.

Look at Your Own Behavior

Be honest: do you sometimes play politics? If so, bear in mind that your team will be watching and learning from you, and likely replicating your behavior.

As a manager, aim to "walk the talk" and to act ethically at all times. And if you occasionally doubt your own abilities, take care to avoid self-sabotaging behaviors such as taking credit for others' work, or putting your own interests ahead of your team's.

Use Influence and Power Wisely

Finally, it's worth noting that office politics aren't always destructive. There are ways to promote your own interests, and those of your team, without harming others or compromising your principles.

You can learn more about this in our article, 7 Ways to Use Office Politics Positively.

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