Developing political intelligence for making feasible decisions

Abstract

Purpose

The purpose of this research is to propose a model for acquiring political intelligence by describing steps for assessing feasibility that can be used to systematically evaluate a situation. The paper also aims to discuss individual and situational biases to acquiring an accurate political feasibility assessment.

Design/methodology/approach

A pre‐ and post‐test method was used to compare a sample of novice managers who received training with the feasibility assessment model to experienced, politically savvy managers.

Findings

Assessing the political feasibility of a decision is a skill that can be developed to acquire the political intelligence necessary for today's politically‐laden, uncertain competitive environment.

Originality/value

Political intelligence is at the heart of avoiding political blunders and conflict in organizations. When time and money are spent promoting decisions that are unlikely to succeed, managers can derail their careers from backing initiatives from a declining dominant coalition rather than an emerging one. Yet, these blunders are avoidable. While previous authors agree on the need for political intelligence, little is offered about how to acquire it. This paper offers a model that helps managers acquire the information needed to make politically feasible decisions that develops political intelligence.

Citation

Adams, S.M. and Zanzi, A. (2006), "Developing political intelligence for making feasible decisions", Journal of Management Development, Vol. 25 No. 4, pp. 350-367. https://doi.org/10.1108/02621710610655828