>I learnt that organisations consist of people and decisions do not materialize out of thin air. You can often impact more than you think, even if you feel like you have no say at all. Companies can have the most rigid power structures in place, and it is still possible to push, prod, nudge, plant ideas.
But also, through lots of coalition building. You find allies. You find people up in the power structure who are willing to talk.
Core skill: Separating your upset from looking for a solution. Yes, you hate that particular idea, it might be actively harmful, you're deeply upset - but if you want to achieve change within the company structure, ranting and railing won't get you there.
Core skill: Understanding the other side. Ask questions. Deeply understand why things are the way they are, or have been decided this particular way. What are the constraints, how is the business impacted?
And then you collect your allies. You formulate a plan that achieves a better outcome, but still addresses what the concerns are. You start socializing that plan with people in management you are closer to. If it has merit, they will sooner or later introduce you to higher-ups they trust. Rinse. Repeat.
It's a long process. Especially the first time. But once you've done it once, you'll become better at it, and you already have a network of trust.
With the right type of personality. That rule you don’t like, someone wrote it, someone is enforcing it, someone has the power to change it given the right incentives. If you can empathise with these people, you can find compromises that are a step forward for everyone involved.
I know I’m pretty bad at this sort of thing, but I’ve seen people who are good and it’s definitely a superpower.
How ?