A project manager — call him George — once asked me about guiding a team in making tough decisions. Senior management had informed George that they had rejected his team's recommendation, opting instead for an idea the team felt was unworkable. George couldn't convince the managers of their error, and they'd told him to "Make it so."
Fearing the team would go ballistic if he told them the news, and not wanting to command them, George told the team the issue was still open, and asked them to rethink it, hoping to nudge the discussion in the "right" direction.
He asked me what I thought. (What do you think?)
Although George's plan might "work," it's ethically questionable, because it deprives the team of important information. Unless they come to the "right" answer, they're headed for trouble. He's also concealing the difference between their perspective and management's. If the team knew about that difference, they might pursue some other course, such as approaching one or more managers privately to have a candid conversation.
And if George's ploy is ever uncovered, his relationships with the team members could be irreparably harmed.
George infringed the team's "freedom to see and hear what is here" — one of Virginia Satir's Five Freedoms, introduced last time. In my view, that infringement makes his action unethical. Here are the last three of Satir's Five Freedoms, with applications to influencing others.
- The freedom to feel what one feels, instead of what one ought
- When we try to control another's feelings, we're probably over the line. Shaming others for feeling what they feel — or for feeling at all — is a common way to violate this freedom. Phrases such as "Don't get all in a tizzy about this," or "Relax and hear me out," are indicators (perhaps) of these attempts.
- Suppressing feelings doesn't eliminate them, but it does distort them, which limits our ability to use them constructively.
- The freedom to ask for what one wants, instead of always waiting for permission
- Constraining what Telling people, "Don't get
all in a tizzy about this,"
is one way to infringe
their freedom to feel
what they feelpeople can ask for is one way to infringe this freedom. People also try to constrain how others make requests, in what forum, to whom or how often. And we can find instances of retribution for having made requests.
- Groups that constrain this freedom deny themselves legitimate ways of learning about resource deficits and other organizational problems.
- The freedom to take risks in one's own behalf, instead of choosing to be only "secure" and not rocking the boat
- Killing the messenger is one way to deter people from taking risks in their own behalf, but we can also do it by imposing a heavy burden of strictly enforced policies. Because problem-solving organizations thrive best when they form partnerships with their people, limiting personal risk-taking harms both the individual and the organization.
Sometimes we infringe the freedoms of others unintentionally, outside our awareness. Moving slowly leaves time to think. Pause. Check out what you're doing. If you're in a gray area, look first for another path. Top Next Issue
Is 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
See "Never, Ever, Kill the Messenger," Point Lookout for November 7, 2001, for more about killing the messenger.
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More articles on Workplace Politics:
- When Others Curry Favor
- When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse.
Trying to stop those who curry favor probably isn't an effective strategy. What is?
- Rope-A-Dope in Organizational Politics
- Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying
it to workplace politics at the organizational scale.
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly
why others do what they do. Here are some of the ways we get this wrong.
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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.