Micro-Political Strategies and Their Implications for Participative Decision Making

Abstract

Drawing on both organizational behaviour and employee relations perspectives,the paper defines participation as `opportunity to influence decisions,' andconsiders the impact of the micro-political behaviour of organization membersin pursuit of their interests on the development of genuine participation.Three types of micro-political strategy are identified and their implicationsdiscussed: information control, flexibility, and stage-craft. The discussionis illustrated with findings from an international study of decision making,and brief comment is made on international cultural differences as acomplicating factor. It is suggested that the role of participation in enhancing the knowledge baseof the organization has been neglected. If genuine participation is to beinstituted, decision making will become more complex, requiring negotiation,not only of competing interests but also of what is to be accepted as`knowledge' in the organization. This in turn will place greater demands onthe intellectual skills and personal behaviour of participants.