Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 1, Issue 1;   January 3, 2001: Don't Staff the Ammo Dump

Don't Staff the Ammo Dump

by

"Staffing the ammo dump" is the job of retrieving ammunition for someone else to use in a political attack on a third party. It's a dangerous role.
U.S. Marine Corps Capt. Bob J. Sise provides security during Operation Northern Lion

U.S. Marine Corps Capt. Bob J. Sise, right, provides security while conducting a dismounted patrol during Operation Northern Lion in Mohammad Abad village in Helmand province, Afghanistan, June 24, 2013. U.S. Marine Corps photo by Cpl. Alejandro Pena.

Carl hated writing his monthly reports, because there was no evidence that anyone ever actually read them. Still, he had to finish it by five, so he kept at it despite the pain, all the while looking for other things to do. He was relieved when the phone rang.

It was Betsy, his boss. After the polite chitchat, she said, "Can you look at Paula's report on Marigold? Let me know what you think of the risk plan."

Paula, Betsy's peer, had recently assumed responsibility for Marigold from Betsy. Betsy had been a little peeved about this, because Marigold was Betsy's brainchild. Almost everyone thought she was still bothered about it, although she never said anything explicitly.

Betsy continued, "in strictest confidence of course."

"Sure," he said. They said good-bye, and Carl slowly and thoughtfully placed the handset in the cradle.

Carl felt uneasy. The request seemed strange, because it had come by telephone, rather than Betsy's more usual email. And Paula herself had asked Carl to comment on her risk plan, and Betsy knew it. As he wondered what was afoot, he completely forgot about his monthly report.

An ammo dump, in military parlance, is a place where ammunition is stored. "Staffing the ammo dump" is the job of retrieving ammunition for someone else to use in an attack on a third party. It's a dangerous role in the military, and it's no less dangerous in the office.

Unlike real ammo,
political ammunition
isn't designed
for safe handling
We can't know for sure what Betsy had in mind, but it could have been a trip to the ammo dump, looking for ammunition to help her reclaim Marigold from Paula.

This is a dangerous role for Carl, because unlike real ammunition, Carl can't be sure of the safety or effectiveness of any metaphorical ammunition he provides. If something he provides harms Betsy, she might not honor her assurance of Carl's anonymity. She might be tempted to defend herself by claiming that she was relying on Carl's information. So if the ammunition is defective, or if it's misused, the staff of the ammo dump could be blamed.

What did Carl do? He replied by email to Betsy, indicating that he was perfectly comfortable with being open with Paula, and enclosed as an attachment the comments he had previously sent to Paula. What could Betsy do? She couldn't ask — or wasn't willing to ask — for ammunition explicitly, at least not in email. If she had in fact wanted ammunition, she had cloaked the request as a request for information, which Carl had honored. So Carl had complied with her request, without incurring the risk of staffing the ammo dump.

Requests for ammunition are usually ambiguous; ambiguity gives the requester deniability. But if the requester needs protection, you do too. If you think you might have been asked to staff the ammo dump, find a way to honor the literal request as openly as possible. Go to top Top  Next issue: Dealing with Implied Accusations  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

Your comments are welcome

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

About Point Lookout

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.

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:

The Lincoln Memorial at sunriseOrganizational Loss: Searching Behavior
When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.
A group of Emperor PenguinsWhat Do You Need?
When working issues jointly with others, especially with one other, we sometimes hear, "What do you need to make this work?" Your answers can doom your effort — or make it a smashing success.
Nemesis by Albrecht DurerSome Hazards of Skip-Level Interviews: Part III
Skip-level interviews — dialogs between a subordinate and the subordinate's supervisor's supervisor — can be hazardous. Here's Part III of a little catalog of the hazards, emphasizing subordinate-initiated skip-level interviews.
Arthur M. Schlesinger, Jr.Suppressing Dissent: Part I
In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.
The city walls of Dubrovnik, CroatiaProblem Displacement by Intention
When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.

See also Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

A vizsla in a pose called the play bowComing April 26: Why Dogs Make the Best Teammates
Dogs make great teammates. It's in their constitutions. We can learn a lot from dogs about being good teammates. Available here and by RSS on April 26.
A business meetingAnd on May 3: Start the Meeting with a Check-In
Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed. Available here and by RSS on May 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenpQidBzWWyJbiEtDQner@ChacazwqcEIAFQvcMTnVoCanyon.com or (617) 491-6289, 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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Changing How We Change: The Essence of Agility
MasteChanging How We Change: The Essence of Agilityry of the ability to adapt to unpredictable and changing circumstances is one way of understanding the success of Agile methodologies for product development. Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena. By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development to efforts of all kinds. Read more about this program. Here's an upcoming date for this program:

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ 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.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…

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.