If your organization aspires to high performance, it's useful to know who avoids responsibility or the risks of being held accountable. Unless you're astute and alert, you'll eventually be a recipient of responsibility shifted by these shirkers. This little handbook is for you.
And if you're among the unfortunate majority who don't work in high-performance organizations, responsibility-shifting skills are essential to survival. Until you find a job somewhere better, this little handbook is for you.
Here are some popular techniques people use for avoiding responsibility. I've written it as a handbook for shirkers, but it's also useful for those who want to know how shirkers operate.
- Working from a remote site makes anyone more difficult to reach, especially in emergencies. Evading responsibility is easier when you aren't there.
- Fend it off
- The best approach is to have the requestor ask someone else. If that doesn't work, inform the requestor that Mortimer is in charge of such things. Be creative. If all else fails, delegate.
- Defer the request
- Tell the requestor to come back later. Offer a particular time only if necessary. As time passes, the request might be overtaken by events, or forgotten, or the requestor might find somebody else to take responsibility.
- Drag your feet
- Accept the request, but send the requestor away with "Leave it on my desk," "Send me email," or even better, "Leave it with Melvin," if Melvin is your assistant. (Remember to use your assistant's actual name.) Leave-it-with-my-assistant is best because it makes you seem more important. Only later, apply the techniques below.
- Demand the broomstick of the wicked witch of the West
- Tell the requestor that Mortimer must deal with the request first, and after Mortimer does whatever he does, you'll review it. This protects you somewhat in case of later disaster, because you can say that you relied on Mortimer's input. Of course, again, use Mortimer's actual name.
- Demand more information
- In low-performance cultures,
are essential to survival
- Ask the requestor for more information — preferably information that takes time to acquire. During that time, you can prepare to use one of these other techniques.
- Excuses, excuses
- If somehow the request reaches you despite your best efforts, find excuses to delay or to send it back. Be too busy. Play dumb. Make something up. The best excuses involve travel, or people high in the org chart, or travel with people high in the org chart. The requestor must then either find someone else to deal with the request, or go ahead anyway somehow. Either way, you're off the hook.
Probably the most famous master of avoiding responsibility is Major Major Major, a character in Joseph Heller's Catch-22. Major Major avoids all contact with anyone who might want anything. Clever. Sorry, no time for questions, gotta go now. 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
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More articles on Workplace Politics:
- Devious Political Tactics: Divide and Conquer, Part I
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate
you to find another way.
- Devious Political Tactics: Mis- and Disinformation
- Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation,
disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.
- Cultural Indicators of Political Risk
- Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay
safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators
of political risk?
- Problem Displacement by Intention
- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement
has occurred. Sometimes it's intentional.
- More Obstacles to Finding the Reasons Why
- Retrospectives — also known as lessons learned exercises or after-action reviews — sometimes
miss important insights. Here are some additions to our growing catalog of obstacles to learning.
Forthcoming issues of Point Lookout
- Coming December 13: Reframing Revision Resentment: II
- When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful. Available here and by RSS on December 13.
- And on December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- 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:
- 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.