When we solve one problem by creating other problems somewhere else, we're Dumping. Most of the time, we dump problems without the permission of the people who end up receiving them. Some examples:
- Finance announces a lower maximum for petty cash purchases — $50. Some purchases that formerly came from petty cash must now use the requisition process.
- To expand employee parking, visitor parking is eliminated. When you expect visitors, explain to them which part of the Fire Lane to park in while they run inside for a visitor pass that lets them into the employee parking area.
- I say we ship the product as it is. Let Customer Service deal with the bug reports until the bug-fix release.
Why do we dump?
Shortcomings in accounting systems insulate problem-solvers from the problems they dump. For example, many organizations know the cost of processing requisitions, but few know the cost of preparing them. Since these costs lie outside the Finance department, Finance rarely knows the impact of lowering the petty cash limit, which might actually increase organizational expenses.
In the parking lot example, the gain of spaces is lower than it seems, because visitors now use the employee lot. And since cars now park temporarily in the Fire Lane, there's more risk of fire damage and injury. Unrecognized costs make the parking change less attractive than it seems, but we don't know by how much.
In the product release example, Marketing is free to press for premature shipment, because the increased cost of customer complaints comes not from Marketing but from Customer Service.
from the problems
they dump on othersSometimes there's a positive incentive to dump. In the petty-cash example, we can expect an increase in purchase requisitions, which lowers the average cost of processing them. Cynical financial managers can thus improve their own organizational performance by depressing the performance of their internal customers.
Here are three ways to deal with dumping.
- Don't dump
- When you devise solutions to problems, avoid dumping. Collaborate. If others play a role in the solution, they should play a role in devising that solution.
- Educate others about dumping. When everyone understands the concept, problem solutions are less likely to involve dumping.
- Require impact statements
- Require authors of procedural changes to prepare impact statements that estimate total organizational costs. Shift the focus from local departmental accountability to global impact.
- Compensate dumpees
- When costs shift, adjust budgets. You might have to be a manager or executive to do this, but if you are, recognize your responsibility. Don't permit one part of your organization to shift burdens to others without paying for the privilege.
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More articles on Workplace Politics:
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- What Insubordinate Non-Subordinates Want: III
- When you're responsible for an organizational function, and someone not reporting to you doesn't comply
with policies you rightfully established, trouble looms. What role do supervisors play?
- The Politics of the Critical Path: II
- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion
date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience
the unique politics of the critical path.
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
- Deceptive Communications at Work
- Most workplace communication training emphasizes constructive uses of communication. But when we also
understand how communication can be abused, we're better able to defend ourselves from abusive communication.
One form of abusive communication is deception.
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- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
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- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
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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.