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Intrigues are activities of individual members or parts of a team, which, in respect of the guiding distinction ‘goal processing’, seek to discredit other actors or representatives of unpopular problem-solving variants. In the field of interest orientation, they are an effective, and, therefore, commonly used method for pursuing goals. Organisations are often viewed unilaterally as problem solving constructs. It is important, though, to always see as that solutions are coupled with actors or teams as well and these, by necessity, fall into the temptation to act ‘with all means’. Therefore, in organisations, one always needs the competence to represent ‘intelligent’ solutions and interests too, as well as to react intelligently to intrigues.

Interestingly, intrigues don’t have a particularly good reputation, even though they are utilised so frequently. If you leave moral judgements apart, intrigues have the potential to put relationships onto a prolonged footing of distrust. However, chronic distrust uses up many resources of time, relationship capital, coalition formations and back-stage activities. This is often dysfunctional for organisations. Teams, as well as leaders, therefore, would do well to reflect upon which means of interest representation is used actively and which ought to be reacted to and answered skilfully.