Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 9, Issue 18;   May 6, 2009: Political Framing: Strategies

Political Framing: Strategies

by

In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some strategies framers use.
1988 Nobel Laureate Leon Lederman celebrating his eightieth birthday

1988 Nobel Laureate Leon Lederman celebrating his eightieth birthday. Trick birthday candles work the way they do because their wicks contain an ingredient that can be ignited by the glowing ember that remains when the candle is blown out. One common ingredient that serves this purpose is magnesium dust. Because magnesium burns in air, the dust particles burst into flame, and that flame is hot enough to reignite the plume of unburned paraffin that streams from the just-extinguished wick.

In political frame-ups, the role of the magnesium is played by the bystanders who unsure about both the framer's claims and the framer's targets. They're sometimes swayed by the sheer numbers of colleagues who give credence to the accusations of the framer and the framer's proxies. It is thus advantageous to framers to persuade large numbers of people of the accusations as rapidly as possible. Photo courtesy .

Have you ever felt as if you were being framed? Have you been accused falsely of organizational negligence or evil-doing by someone who knows well that the accusation is false? last time we explored how framers use communications to construct frames. Here are some other strategies framers use.

Spin
Using communication through multiple channels, framers ask about and report various incidents, slanting their reports to serve their aims. They might use face-to-face communication, telephone, and the entire array of electronic formats, but they prefer private and unrecorded channels, because of the risk of having their misrepresentations revealed. They portray their targets as intentional, hypocritical, or malicious; their allies as enthusiastic, honest, and public; and themselves as innocent, pure, and sympathetic.
As the target, you can't control how the framer uses spin, but you can control what you say and do. When you have to speak about topics that are already in play, speak before multiple witnesses, on the record. Anticipate what might be spun, and explicitly close those opportunities. For instance, if you're accused of assassinating President Lincoln, you can say, "Yes, in the third grade, I did learn that Lincoln was assassinated 120 years before I was born. A sad day."
Misled proxies
Sometimes framers enlist proxies to construct frames. Some proxies have the same goals as the framer, but often they're simply misled by the framers' fabrications.
Targets understandably tend to feel attacked and hurt when people repeat false accusations. Because some attackers are misled, targets fare better when they distinguish between the misled and the malevolent. Asking clarifying questions is one approach. For instance, in private: "Are you aware that I wasn't even born when Lincoln was assassinated?" When you can expose misleading statements of the framer, you disable the proxies, and perhaps rescue your relationships. Proxies who exhibit little interest in facts are probably internally motivated, rather than misled.
Multiple-front assaults
Sophisticated framers To targets, countering a frame
can feel like blowing out a
cakeful of trick birthday candles
know that spin and fabrication are not durable. To maintain the frame, they work several fronts simultaneously, possibly with different parts of the audience. If audience segments interact weakly, as one might find in a dispersed or global organization, the framer can deploy the same fabrication at different times in different audience segments. To targets, this can feel like a game of whac-a-mole, or like blowing out a cakeful of trick birthday candles.
Counter the multiple-front assault with communication. Do what you can to open communications, becoming visible to all audience segments. Form personal relationships with important members of the audience. Create a sense that "My goodness, Linda couldn't possibly have said that."

Even if you effectively counter a frame, recognize that you reside in a culture where framers do succeed. Another frame is probably just over the horizon. First in this series  Go to top Top  Next issue: Misleading Vividness  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

For a discussion of the connection between false accusations and confirmation bias, see "Confirmation Bias: Workplace Consequences Part I," Point Lookout for November 23, 2011.

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Humans aren't the only species that communicates by facial expressionsDismissive Gestures: II
In the modern organization, since direct verbal insults are considered "over the line," we've developed a variety of alternatives, including a class I call "dismissive gestures." They hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog of dismissive gestures.
Mars as seen by the Hubble TelescopeMore Indicators of Scopemonging
Scope creep — the tendency of some projects to expand their goals — is usually an unintended consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to overcome budgetary and political obstacles.
A Strangler Fig in AustraliaProjects as Proxy Targets: I
Some projects have detractors so determined to prevent project success that there's very little they won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
Rachel Hoffman, for whom Florida's Rachel's Law is namedOn Snitching at Work: II
Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you to the risk of retribution. That's why the reporting decision must consider the need for safety.
Drawing the line between one category and the nextMeets Expectations
Many performance management systems include ratings such as "meets expectations," "exceeds expectations," and "needs improvement." Many find the "meets" rating demoralizing. Why?

See also Workplace Politics and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Typing a text message on a smartphoneComing May 15: Should I Write or Should I Call?
After we recognize the need to contact a colleague or colleagues to work out a way to move forward, we next must decide how to make contact. Phone? Videoconference? Text message? There are some simple criteria that can help with such decisions. Available here and by RSS on May 15.
Satrun during equinox — a composite of natural-color images from CassiniAnd on May 22: Rescheduling Collaborative Work
Rescheduling is what we do when the schedule we have now is so desperately unachievable that we must let go of it because when we look at it we can no longer decide whether to laugh or cry. The fear is that the new schedule might come to the same end. Available here and by RSS on May 22.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.