Last time we began exploring why people who don't report to you sometimes decline to cooperate in efforts for which you're legitimately responsible. Our goal is control of our emotions by finding alternative interpretations of uncooperative behavior — alternatives to "He hates me," or other simplistic conjectures. We began with the personal motivations of obstructers.
Let's now examine organizational concerns that might lead to uncooperative behavior. As I did last time, I use C as the name of the person who's championing the effort, and S for the person who's subverting it.
- Objecting to the goal
- Sometimes the subversion is actually objection to the overall goal. To someone who has been frustrated in modifying that goal, or eliminating it from the organizational agenda, being required to contribute to its achievement can be very bitter indeed. Simple non-compliance becomes a tempting tactic.
- If S had previously expressed doubts about the goal, or had issued grave warnings against attempting it, failure might elevate S's status. In such cases, subversive activity isn't so much an attempt to target C as it is an effort to elevate S.
- Attachment to what has been
- If C's task is related to an organizational change effort, S's non-cooperation might actually be something often called resistance, which I prefer to call active persistence. See "Is It Really Resistance?," Point Lookout for January 24, 2001, for more.
- It's useful to identify these attachments, because others might be similarly affected. The behavior suggests that the change effort itself is the source of the problem, rather than S.
- Delaying tactics
- Sometimes the goal of non-cooperation is simple delay. Delay might prevent exposure of other problems, or it might conceal delays in seemingly unrelated efforts.
- What appears to be sabotage or intentional subversion might actually be a less malevolent attempt to prevent on-time or early completion. Consider not only who might benefit from failure, but also who might benefit from delay.
- Favors and deals
- S's behavior might What appears to be sabotage
or intentional subversion
might actually be a less
malevolent attempt to prevent
on-time or early completionbe less important to S than it is to someone else. That is, S might be acting on behalf of one or more others, as part of a deal or as a favor. This is rare behavior in most organizations, because it requires a relatively toxic political atmosphere where people believe that such behavior is permissible.
- Deals have prices attached to them. If you can outbid the person with whom S has struck a deal, you might gain S's cooperation for a time. Remember, though, that political prices come in both positive and negative forms — as incentives and disincentives, and as rewards and punishments. If S's political partner has a bigger budget for deals — that is, if S has more clout than you have — you probably can't compete in the auction.
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:
- Managing Pressure: The Unexpected
- When projects falter, we expect demands for status and explanations. What's puzzling is how often this
happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes
people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's
a short catalog of some of its uses.
- When You're the Least of the Best: II
- Many professions have entry-level roles that combine education with practice. Although these "newbies"
have unique opportunities to learn from veterans, the role's relatively low status sometimes conflicts
with the self-image of the new practitioner. Comfort in the role makes learning its lessons easier.
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical,
even evil, but not backstabbing. What is backstabbing?
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenRKucpuzWMshhzNRVner@ChacDHtoWVoUFoDyvTyAoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- 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 organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.