Don't avoid workplace politics

What “politics” means (and confusion about the title)

• Many initially misread the piece as about national politics; several argue it should explicitly say “workplace/office politics.”
• A recurring disagreement: is “politics” just soft skills, coordination, and communication, or is it backstabbing, favoritism, and ladder‑climbing?
• Some say the article just relabels normal responsibilities (“understand the big picture,” “keep higher‑ups informed”) as “good politics,” and that this semantic move hides what people actually hate about “office politics.”

Arguments for engaging with workplace politics

• You cannot truly opt out: decisions still affect you; “even disengagement is a form of active participation.”
• Politics is framed as “how humans coordinate in groups”—defining which problems count, who’s in the room, and what tradeoffs are acceptable.
• To get good work shipped, you must influence stakeholders, understand incentives, and communicate in their language (ROI, risk, deadlines).
• Building relationships early, sharing credit, and being visible are described as crucial to having “the right people in the room” when big calls are made.
• Several commenters tie career progression beyond “ticket‑taker mid‑level” to being able to manage up, across, and sometimes down.

Skepticism, morality, and burnout

• Many equate “politics” with tribalism, gossip, credit‑stealing, and decisions based on golf, buzzwords (e.g., GenAI, metaverse), or corruption rather than merit.
• Some say in many orgs you do “lose by playing”: rational technical objections are ignored, execs override processes, and politics becomes a blood sport.
• A moral line appears: some refuse to treat relationships as instruments for future “value extraction,” even if that limits influence or advancement.
• Others argue you can consciously cap ambition: do solid work, give advice, accept “it’s their money,” and avoid deep engagement in politics and status games.

Org design, power, and context

• One view: heavy politics signals a zero‑sum, coasting organization where spoils are redistributed internally; in positive‑sum, growing orgs, politics should be “noise.”
• Others counter that unequal reward distribution and imperfect information guarantee politics even in positive‑sum settings.
• Several point to leadership and incentive design: “no politics” cultures are often self‑deceptive; vague structures and misaligned incentives create destructive politics.

Practical coping advice

• Pick battles carefully; not every “suboptimal” decision is worth a crusade.
• Protect yourself from credit theft (e.g., don’t let peers assign you only grunt work while they “coordinate” and present).
• For some, the main strategy is to optimize for money and learning, accept dysfunction, and be ready to leave high‑politics environments.