Last time we began examining nonsubstantive impasses that arise from hostage-taking, coercion, and confidential commitments. We now continue our exploration.
- Digging in
- At times, people can become "dug in" — so publicly committed to their positions that they're unwilling to alter them for fear of humiliation. Their fears might or might not be realistic.
- You can avoid this yourself by keeping an open mind, or at least, keeping your own counsel. To help others alter their own strongly held positions, propose a halt in debate, resuming only after everyone has agreed to temporarily advocate a position that is both opposed to their own, and already occupied by someone else. This exercise sometimes gives people the insights and freedom they need to modify their positions.
- Currying favor
- Some advocates have made no commitment to anyone else, but instead advocate positions favored by particularly powerful individuals, hoping to accumulate recognition and credit. They haven't secured an agreement for a quid pro quo; they're speculating.
- Persuading these people of the merits of the issue is unlikely to succeed. They follow the object of their attentions as long as they feel there's a chance of success. To convert them, find ways to persuade them that their strategy is unworkable, or that they're mistaken about the views of the people with whom they've aligned themselves.
- Some dissenters seek nothing in terms of the issues at hand, or any other issues, for that matter. Their goal is to prevent the group from reaching decisions of any kind. Perhaps they recognize that anything this group might decide would be inimical to their own goals; or they might want to demonstrate the fecklessness of the group's leadership team.
- Their objectives can be varied, but generally, they want to halt all forward progress. Debating the issues with saboteurs is futile from the perspective of finding a solution, but debate can be useful if it can draw the saboteurs into revealing that sabotage is their goal.
- Dissenters who The harm done by impasses transcends
the relationships of the people
involved, or the project
they're working onfeel that they've been badly treated in the past by this group, or by some members of this group, might seek revenge by blocking forward progress. Here too, the issues are not the issues; rather the issue is the hurt or perceived hurt from some past experience.
- Addressing the impasse in this case is likely to be productive only if both parties acknowledge the past hurt. This can be difficult, because most hurts are more symmetric than either party can acknowledge. Even so, acknowledgment is the place to begin. Privacy and discretion are required. Sometimes, acknowledgement isn't possible for one party or the other.
Impasses are expensive. An impasse prevents a decision on the immediate issue, and the delays that follow can delay anything that depends on that decision. If you're determined to block progress, be certain that you appreciate all the consequences. First in this series 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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About Point Lookout
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More articles on Conflict Management:
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- 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.
- Ending Conversations
- At times, we need to end the current conversation. It's going nowhere, or we have something important
to do, or we just don't want to deal with the other person. Here are some suggestions for ending conversations.
- Biological Mimicry and Workplace Bullying
- When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently
act before they're really ready. Here's a metaphor that explains the value of waiting for the right
time to act.
- Compulsive Talkers at Work: Peers I
- Our exploration of approaches for dealing with compulsive talkers now continues, with Part I of a set
of suggestions for what to do when a peer interferes with your work by talking compulsively.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenorvzTQKOsgyvsEOyner@ChacNYAdamWkcACdGilroCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- 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 a date for this
- 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 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.