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The managerial skills that are needed by the change agent have to be related to his/her capabilities of reaching out the other mangers, especially, those who are higher in positions and more influential in decision making and authorise to imposing the status of urgency to change. Here comes politics as a tool. Politics definition as argued by Kenter (1983) is' Campaigning, lobbying, bargaining, negotiating, caucusing, collaborating, and winning votes. That is, an idea must be sold, resources must be acquired or managed, and some variable numbers of other people must agree to changes in their own areas.' Let's take a value of a culture that need to change to help impose a new procedure, a new market, a new product, etc.... i.e. to impose the value of recognition as a high priority value the organisation needs at the moment to raise competition among individuals and without risking the excellency of the product quality. Here political awareness and integrity might be put in a status of conflict and contradiction. Will you be a (fox) in embedding the new value? the fox who is really political aware and smart enough to convince the higher level of management, however his integrity awareness is really low (might lay off employees) or a sheep that always recognises the high-performance of individuals but never confront the failed and low performance individuals. Or you may recommend the ‘owl’ technique of an agent who watches closely both the high and low performances with high integrity in judgment and quite skilful in reaching out the higher management and impose smoothly what he/she believes. (Fox, Owl, Sheep and Donkey (we'll talk about donkey latter on)- Simon Baddeley & Kim James (1984), Model of understanding the organisation politics.)
'Anyone who loves accomplishing things must learn to love (yes, love) politics.' Tom Peters (1994).
Can anyone elaborate?
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