In some groups or teams, dissent can be personally risky wherever it occurs — hallway conversation, email, meetings, over lunch, wherever. Last time we described general-purpose techniques some group Leaders use to suppress dissent. In meetings, though, leaders have a wide array of tools for effectively suppressing dissent.
I'm not advocating techniques for suppressing dissent, which is almost always unwise, and probably unethical. Rather, I offer this inventory as a guide to help people recognize patterns of abuse.
- Controlling the time and place of meetings
- Leaders acting in good faith try to schedule meetings to enable most people to attend. If schedule or location (real or virtual) must change, they announce changes to everyone as soon as possible. Leaders who are determined to create attendance obstacles for specific people, such as Dissenters, can choose times and places accordingly. And they can distribute change announcements accordingly, too.
- Controlling invitation and distribution lists
- By omitting Dissenters from meeting invitation lists or email distribution lists, Leaders can reduce the probability that Dissenters will receive important information, or be able to attend meetings, whether or not the information or meeting agenda is relevant to the substance of the dissent. These schemes can thus create what appear to be performance issues for Dissenters, which can affect their stature and credibility.
- Abusing agenda responsibility
- Leaders, who are typically responsible for meeting agendas, can adjust agendas to the disadvantage of Dissenters. Scheduling items so as to make Dissenters' own schedules more difficult, or allocating too little time to Dissenters' items, can create obstacles for Dissenters.
- Abusing the parking lot
- The Those who become accustomed to
suppressing dissent sometimes
experience expressions of
disagreement as challenges
to their personhood"parking lot" is a list of topics that arise during a meeting, but which aren't closely enough related to the agenda to warrant immediate attention. The Leader can arrange to "park" any points Dissenters raise, whether or not they're eligible for parking according to the usual criteria. And after the meeting, instead of dealing with the Dissenter's parked items, the Leader can arrange for them to be quietly ignored. For more about the parking lot, see "Using the Parking Lot," Point Lookout for September 12, 2007.
- Abusing the facilitator's prerogatives
- Many Leaders also facilitate their own meetings. As facilitators, they can influence the flow of their meetings by recognizing attendees who wish to comment or contribute to the discussion. They can decide what comments are germane, and they can interrupt contributors. When a contributor is speaking, and another attendee interrupts, Leaders can be selective about halting such interruptions. Although people generally frown upon arbitrariness in exercising the facilitator's prerogatives, in most organizations, attendees can't do much more. Objecting to a Leader's meeting management practices can be risky.
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 Devious Political Tactics:
- Devious Political Tactics: Divide and Conquer, Part II
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Devious Political Tactics: More from the Field Manual
- Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless
use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
- Some Hazards of Skip-Level Interviews: I
- Although skip-level interviews have their place, they can be dangerous, explosive, and harmful to the
organization. What are the dangers?
- Ten Approaches to Managing Project Risks: I
- Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary
of the options for managing risk.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- 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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
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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
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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.