Political Frame

Briefly restate your situation and your role. 

In 2016, a catastrophic flood devastated C&A Associates’ Baton Rouge office, impacting 80% of employees—many of whom lost their homes. The company suffered massive damage, with the office remaining underwater for over a week, leading to loss of equipment, files, and infrastructure. At that time, there was no clear disaster recovery plan in place, leaving the organization in chaos.

I was brought in to assess the situation, develop a recovery strategy, and take charge of the rebuilding process. The owner gave me full authority to “clean house” and lead, but this directive was not clearly communicated to the employees. This lack of communication created confusion, resistance, and political tensions within the company. My challenge was not just operational recovery but also navigating the internal politics, rebuilding trust, and managing employee morale.

Describe how the politics of the organization influenced the situation.

Organizational politics played a major role in shaping the company’s response to the crisis. Because the company had no pre-established disaster response plan, many employees were left uncertain about their roles and the future of the company. This lack of clarity led to power struggles, resistance to change, and internal conflicts. Employees who had been with the company for years were skeptical of my authority, as they were unaware of the directive given to me by the owner. Some viewed me as an outsider imposing change, while others feared for their job security in an already unstable situation.

Additionally, personal trauma from the flood created an emotionally charged environment where employees were not just processing workplace changes but also dealing with personal loss and uncertainty. This made communication and decision-making highly sensitive, requiring careful navigation of both organizational and emotional politics. Certain employees attempted to influence decisions through alliances and informal networks, while others withheld critical information out of distrust. The company’s leadership vacuum prior to my arrival further contributed to fragmented decision-making and conflicting interests among employees.

Recommend how you would use organizational politics for an alternative course of action regarding your case.

Given the political landscape of the organization, a more strategic and transparent approach would have improved the transition. Instead of assuming authority based on the owner's directive, I could have immediately established clear communication with employees about my role, expectations, and the company’s recovery plan. Framing the narrative effectively—explaining that my role was to support, not replace employees—would have reduced resistance.

Another key approach would have been building alliances early on. Identifying informal leaders within the company—those who held influence among employees—could have helped gain trust and cooperation. By involving these key individuals in decision-making and soliciting their input, I could have turned potential adversaries into allies. Additionally, hosting open forums and team meetings to discuss concerns and address uncertainties would have created a more inclusive decision-making process.

Leveraging symbolic leadership strategies could have also played a role in calming tensions. For example, rather than immediately implementing structural changes, small, visible actions—such as personally assisting with office cleanup or ensuring employees had the necessary resources for their own recovery—would have strengthened credibility and trust. Strategic use of company politics—framing, alliance-building, and transparent leadership—would have fostered cooperation rather than resistance.

Reflect on what you would do or not do differently given what you have learned about this frame.

Looking back, I recognize that power dynamics and informal politics played a much larger role in the company’s recovery than I initially anticipated. If I faced a similar situation again, I would prioritize understanding the internal political landscape before taking major actions. This includes identifying key influencers, assessing employee concerns, and framing my role more strategically to reduce uncertainty.

Additionally, I would focus on collaborative decision-making rather than top-down directives. While my authority was given by the owner, employees needed to feel like they had a voice in the recovery process. Implementing small wins early on—such as seeking employee input on restructuring or offering support for personal recovery efforts—could have built stronger relationships and increased cooperation.

One thing I would not change is my commitment to acting decisively. In crisis situations, delayed action can create more uncertainty, so having a clear plan and executing it efficiently was necessary. However, I would balance decisiveness with greater sensitivity to organizational politics, ensuring that my decisions were not just operationally sound but also politically effective.

This experience has deepened my understanding of how power, alliances, and influence shape organizational outcomes. By applying political intelligence alongside strategic leadership, I can navigate complex workplace dynamics more effectively in the future.

References

The Advocate. (2017). What caused the historic August 2016 flood, and what are the odds it could happen again? https://www.theadvocate.com/louisiana_flood_2016/what-caused-the-historic-august-2016-flood-and-what-are-the-odds-it-could-happen/article_3b7578fc-77b0-11e7-9aab-f7c07d05efcb.html

National Oceanic and Atmospheric Administration (NOAA).(2016). Louisiana flooding: August 2016. https://oceanservice.noaa.gov/news/aug16/louisiana-flooding.html

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. Wiley.