The dissertation explored the perceptions of organizational politics and organizational culture in the National Guard by examining how culture and politics are related, the impact of politics on negligent behaviors, and how individuals perceive politics across different organizational settings. A qualitative research design utilizing a survey and a semistructured interview was utilized. A total of 22 participants completed the survey and 5 participants completed the semistructured interview. The results suggested that very few participants would engage in negligent behaviors as a result of organizational politics. In addition, findings suggested that while there was no distinct difference among participants in their perception of the amount of political behaviors across organizational settings, participants were able to perceive the use of more specific political techniques in their civilian work setting than in the National Guard. The political techniques perceived to be used most frequently were organizational placement, networking and piggybacking. The findings further indicated the following; participant's perception of organizational politics in the National Guard was most frequently related to alliances, that organizational culture and organizational politics were related, and that organizational culture may have informed, or limited the use of certain political techniques. An additional conclusion was that individuals perceived differences in politics across multiple organizational settings.