Despite general scepticism about office politics, new research by Roffey Park, executive education providers, is showing that organisations can benefit when individuals use political behaviour for the greater good.

Is there such a thing as 'constructive office politics'? The organisation’s initial research into the practice found that, on the whole, office politics reduces organisational productivity, creates a lack of trust, increases internal conflict and leads to greater resistance to change.

The research examines the organisational context in which constructive politics can thrive, including the role of leaders, and the consequent benefits. In addition, the research also examines whether gender makes you more or less prone to use constructive politics.

'The same behaviours appear to be used in both positive and negative political behaviour, it's just the intention is different,' said research author Linda Holbeche.

“Self interest is there but constructive protagonists are using politics to achieve a beneficial outcome for others as well. This appears to be a conscious decision, which may not be the case with negative politics. Where the intention is to benefit the organisation, some feel the end justifies the means.”

The report claims political behaviour can be used to 'make things happen', unblock barriers to change, create greater buy-in to key projects, produce greater organisational cohesion and speed up decision making. It also avoids the drain on creativity that stems from internally competitive behaviour.

“Senior managers need to understand that office politics will only be used constructively if the individual's agenda is aligned to the organisational goals,” said Linda Holbeche. “The challenge is to create a culture which encourages the use of constructive political behaviour rather than the more negative, self serving type.”

The report identifies the right conditions in which positive office politics can develop. These include principled leadership, synergy between corporate values and management practice, an acknowledged sense of corporate purpose, open communications, a recognition of different perspectives, an environment in which individuals feel trusted and listened to and where self-serving political behaviour is penalised.

“Even in our early findings, it's clear that some respondents believe it simply isn't possible to use office politics constructively because human nature is so appallingly selfish that people will always guard their turf and abuse their role power.'

'Others say that whether or not politics is used constructively is largely dependent on the example set by senior managers in their organisation. The onus is certainly on them to be positive role models.”