August 20, 2008	Volume 8, Issue 34
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Stonewalling: Part I

by Rick Brenner

Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the stonewaller hopes to gain advantage. What can you do about stonewalling?

s a tactic of obstruction, stonewalling depends for its effectiveness on the superior power of the obstructor. But the obstructed can prevail by outwitting the stonewaller, or by acquiring superior power, or by feigning superior power. To deal with stonewallers, the tactics you use depend on the tactics you face.

Here are some stonewalling tactics based mostly on misrepresentation, with some suggestions for dealing with stonewallers. See "Stonewalling: Part II," Point Lookout for August 27, 2008, for tactics based on bureaucratic practices.

Repetitive requests for clarification

Clarification requests from stonewallers can include demands for specificity, definitions of terms, resolution of alleged ambiguity, and an astounding array of other delaying tactics. Example: "When you say, 'show stopper,' exactly what level of unresolved defect are you asking about: 4, 5 or both 4 and 5?"

These requests are especially frustrating when they're delivered near the deadline you set for a response. Recognize that these clarification requests aren't real. Anticipate: ask questions early and with such extreme specificity that any extended response times or late clarification requests will be obvious delaying tactics.

Minimalist responses

Minimalist responses can be nearly content-free. Example: if you ask, "When do you think you can get me an answer?" the response can be, "As soon as we know." You were expecting a date or time, but the response describes a condition of availability.

Phrase your question so as to proscribe content-free responses. Example: "Please tell me a date and time by which I'll have an answer." Worry not about sounding nit-picky; the stonewaller knows exactly what's happening, despite protestations or feigned hurts.

Voluminous irrelevance "Stonewalling" is perhaps a
misnomer. In many cases, delay,
rather than blockage, is the
stonewaller's true goal.

In a tactic almost opposite to the minimalist response, the stonewaller provides long-winded, detailed, irrelevant responses. The bulk can be so great that you might find difficulty extracting the information you sought, and, in any case, it can take a long time to discover that the answer you seek isn't there.

Specificity is the key. Detail exactly what you're seeking, and include a suggestion that the requested information is all you want for the moment, "to save you <the stonewaller> time."

Parental care

This tactic is used by stonewallers to assuage frustration by explaining that the stonewaller's delay is in the best interests of the obstructed. Example: "If I told you now, I couldn't be sure it was right, and you'd be proceeding on false information." It is as if the obstructor is playing the role of parent, saying, "It's for your own good."

Don't be taken in, even if the stonewaller seems amiable, kindly and concerned. Always remember that your welfare is very far down on the obstructor's list of priorities, and that you haven't requested — and don't need — parental protection. Repeat your request more urgently: "I'll take that risk. Tell me what you know. Now, please."

Destructive as stonewallers can be, their tactics don't work well against stonewalling — it's hard to block the progress of someone who wants to stay put. Countering stonewallers requires creativity.

Next time, we'll address those tactics that rely for their effectiveness on bureaucratic behavior.  Top    Next Issue

For more about obstructionist tactics generally, see "Obstructionist Tactics: Part I," Point Lookout for July 23, 2008.

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More articles on Workplace Politics:

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When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?

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

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Have you ever felt powerless to implement an important new idea? Have you ever been "blind-sided" at a meeting? Have you ever lost two good employees because you could find no way to keep them from attacking each other? These are some of the issues of organizational politics. Many of us have become enmeshed in them from time to time, but we've also known some people who seem to be able to engage and prosper. How is that done? We'll inventory the challenges of organizational politics, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees learn concrete techniques for dealing with the problems that arise in workplace politics, while keeping their integrity intact. Read more about this program. Here are some upcoming dates for this program:

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On 14 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 project managers, the story is fascinating. Lessons abound. Read more about this program. Here are some upcoming dates for this program:

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