We began to explore pariah professions last time, when we defined them as professions regarded within the enterprise as "outsiders." That view needn't be universal. That is, the people in Finance might regard the people in Engineering as "less than" because, as the people in Finance might say, "the engineers are more concerned with adding new features than they are with generating revenue." The Engineers might have similarly low regard for Testers, but the people in Finance might be neutral about Testers. A profession that is a pariah to one group might not be a pariah to another.
When one profession regards another as a pariah, the disregard can be symmetric. Pairings that often have low regard for each other include Engineering with Finance, Marketing with Product Development, Product Development with Product Testing, Doctors with Nurses, and Attorneys with People Who Aren't Attorneys. And in some organizations, for people looking for a pariah, there's always Tech Support.
In the society at large, social outsiders often lead lives of relative economic deprivation. In organizational life, the economic extremes can be much less pronounced, but compensation is often correlated with pariah status.
In organizations that permit some professions to regard others as pariahs, people exhibit behaviors that limit organizational potential. Here are two classes of behaviors related to information management.
- Passive deception
- When representatives of a pariah profession encounter opposition as they attempt to carry out their duties, some might resort to passively deceptive tactics, which are efforts intended to prevent detection of actual capabilities and plans. For example, employees of a financial control unit might entertain appeals for policy waivers from some politically powerful parties, while other employees of that same financial control unit — possibly even the same employees — assert to other less powerful parties that waivers are never granted.
- Passive deception can be a tempting expedient in dealing with opposition. Still, its effects are caustic and durable.
- Information hoarding
- To defend against perceived or anticipated actions by members of pariah professions, some When one profession regards
another as a pariah, the
disregard can be symmetricemployees conceal information from members of pariah professions who need that information to properly carry out their responsibilities. The concealers feel justified, because they perceive the pariah's behavior as subverting organizational goals. This behavior can be symmetric; members of pariah professions also conceal information if they feel that they will be hindered in carrying out their duties if the information is made available internally.
- These behaviors are especially toxic, because they only add to the tension between the pariah profession and other professions.
Passive deception and information hoarding are representative of a rich catalog of behaviors observable in organizational cultures that tolerate pariahdom. There are, of course, many better ways to be. Whether or not they are in reach for you depends on your position and your courage. First in this series Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Conflict Management:
- Corrosive Buts
- When we discuss what we care deeply about, and when we differ, the word "but" can lead us
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- When You're the Target of a Bully
- Workplace bullies are probably the organization's most expensive employees. They reduce the effectiveness
not only of their targets, but also of bystanders and of the organization as a whole. What can you do
if you become a target?
- Managing Pressure: Milestones and Deliveries
- 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 III of a set of tactics
and strategies for dealing with pressure.
- How to Prepare for Difficult Conversations
- Difficult conversations can be so scary to contemplate that many of us delay them until difficult conversations
become impossible conversations. Here are some tips for preparing for difficult conversations.
- Contextual Causes of Conflict: I
- When destructive conflict erupts, we usually hold responsible only the people directly involved. But
the choices of others, and general circumstances, can be the real causes of destructive conflict.
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.
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- 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.
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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
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supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
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- 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.
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more about this program. Here's an upcoming date for this program:
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Rocky Hill, CT 06067: September 20,
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- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.