If you've ever run into roadblocks as you tried to get your work done, and if those roadblocks were due to delays and decisions by co-workers, you might have felt that some people were actually trying to block your efforts. Although intentional obstruction is probably more rare than it seems, the ability to recognize it when it does occur is nevertheless helpful.
Here's Part II of a little catalog of obstructionist tactics. See "Obstructionist Tactics: I," Point Lookout for July 23, 2008, for Part I.
- Misrepresenting to regulators
- If the output or processes of the team are subject to regulation, internal or external, the obstructor can convey misinformation to the regulators. The information conveyed might contain a germ of truth, but it's usually packaged in a manner that creates or stimulates the urge to investigate. The investigation is then a source of delay and distraction to the team.
- Agitating stakeholders
- Obstructors who have contact with external stakeholders, such as customers, might elect to motivate them by disclosing information the obstructors consider to be influential relative to their own aims. The external stakeholders then attempt to accelerate the action of the group in the stakeholders' preferred direction, which, by the design of the obstructor, interferes with the group's progress.
- A technique available to managers involves promoting someone into a position for which he or she might or might not be qualified, so as to gain political advantage for the manager. When this is done, there is an agreement in advance between the obstructing manager and the person promoted. That agreement makes clear between them that the manager's agenda is primary, and that the person promoted will take actions to promote that agenda, deniably, in a manner always consistent with organizational policy. That agenda can include obstruction.
- Career trashing
- Most visible, inspiring objectives have champions — people who have successfully communicated the inspiring objective throughout the organization. To delay, or even halt, movement toward those objectives, obstructors sometimes attack the person of the champion. By trashing the career of the champion, obstructors deprive the target task of its voice, sometimes fatally weakening the organizational will to continue.
- Any complex group effort entails making a series of decisions, and then building on the foundation they comprise. Obstructors can disrupt progress by raising questions about previously settled decisions. The parts of the foundation with greatest leverage are those that underlie large numbers of subsequent choices. These decisions are the favored targets of obstructors who use this tactic.
- Misrepresenting the environment
- Obstructors can disrupt
progress by raising questions
- Both organizations and projects require accurate, effective situational awareness. They must understand the competitive environment, their suppliers, and their customers. By propagating misinformation about the competitive or intellectual environment, or by delaying the transfer of accurate information, obstructors can confuse, mislead, or stimulate debate about objectives, tasks, or persons (especially rivals). The resulting discussions are at least distracting, and could lead to delays and bad decisions.
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More articles on Workplace Politics:
- How to Get Promoted in Place
- Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that
talk about promotions, getting promoted, or asking for promotions. What you do to get a promotion depends
on what you're aiming for.
- Managing Pressure: Communications and Expectations
- Pressed repeatedly for "status" reports, you might guess that they don't want status —
they want progress. Things can get so nutty that responding to the status requests gets in the way of
doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog
of tactics and strategies for dealing with pressure.
- Stalking the Elephant in the Room: I
- The expression "the elephant in the room" describes the thought that most of us are thinking,
and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging
elephants present intolerable risks to both the organization and its people.
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Problem Displacement and Technical Debt
- The term problem displacement describes situations in which solving one problem creates another.
It sometimes leads to incurring technical debt. How? What can we do about it?
Forthcoming issues of Point Lookout
- Coming January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
- And on February 7: Nine Brainstorming Demotivators: II
- Brainstorming sessions produce output of notoriously variable quality. Understanding what compromises quality can help elevate it. Here's Part II of a set of nine phenomena that can limit the quality of contributions to brainstorming sessions. Available here and by RSS on February 7.
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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. Here's a date for 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.