- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
Other topical archives:
December 27, 2017
- On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others.
December 20, 2017
- 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.
December 13, 2017
- 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.
August 30, 2017
- 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.
August 16, 2017
- The Discontinuity Effect: What and Why
- Counterproductive competition is more likely in group-group interactions than in one-to-one or one-to-group interactions. Why does counterproductive competition happen?
August 2, 2017
- Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're other than logical. This can lead to erroneous assessments, because the discovery story is not the solution.
July 26, 2017
- Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option.
July 19, 2017
- Regaining Respect from Others
- When you feel that a colleague has lost professional respect for you — or never really had respect for you — what can you do about it? Check your conclusions, check whether it's about you, and ask for a dialog.
June 7, 2017
- 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.
May 31, 2017
- Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case.
May 24, 2017
- Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can affect our ability to meet deadlines. How can communication help us get what we need from unresponsive suppliers?
May 17, 2017
- Unresponsive Suppliers: I
- If we depend on suppliers for some tasks in a project, or for necessary materials, their performance can affect our ability to meet deadlines. What can we do when a supplier's performance is problematic, and the supplier doesn't respond to our increasingly urgent pleas for attention?
May 10, 2017
- Dealing with Deniable Intimidation
- Some people use intimidation so stealthily that only their targets recognize the behavior as abusive or intimidating. Targets are often so frustrated, angered, and confused that they cannot find suitable responses.
February 15, 2017
- Directed Attention Fatigue
- Humans have a limited capacity to concentrate attention on thought-intensive tasks. After a time, we must rest and renew. Most brainwork jobs aren't designed with this in mind.
February 8, 2017
- Toxic Conflict in Teams: Attacks
- In toxic conflict, people try to resolve their differences by eliminating each other's ability to provide opposition. In the early stages of toxic conflict, the attacks often escape notice. Here's a catalog of covert attack tactics.
January 18, 2017
- On Differences and Disagreements
- When we disagree, it helps to remember that our differences often seem more marked than they really are. Here are some hints for finding a path back to agreement.
November 2, 2016
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might restore the ability to think, and maybe end the bullying.
May 11, 2016
- Characterization Risk
- To characterize is to offer a description of a person, event, or concept. Characterizations are usually judgmental, and usually serve one side of a debate. And they often make trouble.
April 27, 2016
- Pushing the "Stupid" Button
- Some people know exactly how to lead others to feel ignorant or unintelligent. Here's a little catalog of tactics to watch for.
March 23, 2016
- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical, even evil, but not backstabbing. What is backstabbing?
February 10, 2016
- Patterns of Conflict Escalation: II
- When simple workplace disagreements evolve into workplace warfare, they often do so following recognizable patterns. If we can recognize the patterns early, we can intervene to prevent serious damage to relationships. Here's Part II of a catalog of some of those patterns.
February 3, 2016
- Patterns of Conflict Escalation: I
- Toxic workplace conflicts often begin as simple disagreements. Many then evolve into intensely toxic conflict following recognizable patterns.
December 9, 2015
- Clearing Conflict Fog
- At times, groups can become so embroiled in destructive conflict that conventional conflict resolution becomes ineffective. How does this happen? What can we do about it?
October 14, 2015
- Contextual Causes of Conflict: II
- Too often we assume that the causes of destructive conflict lie in the behavior or personalities of the people directly participating in the conflict. Here's Part II of an exploration of causes that lie elsewhere.
October 7, 2015
- 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.
July 15, 2015
- Ethical Debate at Work: II
- Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others, but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates toward wise outcomes.
July 8, 2015
- Ethical Debate at Work: I
- When we decide issues at work on any basis other than the merits, we elevate the chances of making bad decisions. Here are some guidelines for ethical debate.
June 10, 2015
- The Perils of Limited Agreement
- When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement is constructive, but there are risks. What are those risks and what can we do about them?
May 27, 2015
- Compulsive Talkers at Work: Peers II
- Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set of suggestions for what to do when peers who talk compulsively interfere with your work.
May 20, 2015
- 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.
May 13, 2015
- Compulsive Talkers at Work: Power
- Compulsive talkers are unlikely to change their behavior in response to your polite (or even impolite) requests. In this second part of our exploration, we consider the role of power — both personal and organizational.
May 6, 2015
- Compulsive Talkers at Work: Addiction
- Incessant, unending talking about things that the listener doesn't care about, already knows about, or can do nothing about is an irritating behavior that harms both talker and listener. What can we do about this?
April 29, 2015
- Quips That Work at Work: II
- Humor, used effectively, can defuse tense situations. Here's Part II of a set of guidelines for using humor to defuse tension and bring confrontations, meetings, and conversations back to a place where thinking can resume.
April 22, 2015
- Quips That Work at Work: I
- Perhaps you've heard that humor can defuse tense situations. Often, a clever quip, deftly delivered, does help. And sometimes, it's a total disaster. What accounts for the difference?
April 1, 2015
- Creating Toxic Conflict: II
- Some supervisors seem to behave as if part of their job description is creating toxic conflict among their subordinates. It isn't really, of course, but here's a collection of methods bad managers use that make trouble.
March 25, 2015
- Creating Toxic Conflict: I
- Many managers seem to operate as if their primary goal is to create toxic conflict among their subordinates. Here's a collection of methods for sowing toxic conflict that can help bad managers become worse managers.
March 11, 2015
- Historical Debates at Work
- One obstacle to high performance in teams is the historical debate — arguing about who said what and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.
February 25, 2015
- Grace Under Fire: II
- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the other into losing control. If we have better tools for recognizing these tactics, we're better able to maintain self-control. Here's Part II of such a toolkit.
February 18, 2015
- Grace Under Fire: I
- If you're ever in a tight spot in a meeting, one in which you must defend your actions or past decisions, the soundness of your arguments can matter less than your demeanor. What can you do when someone intends to make you "lose it?"
November 12, 2014
- Face-Off Negotiations
- In difficult face-to-face negotiations — or any face-to-face negotiations — seating arrangements do matter. Here's an exploration of one common seating pattern.
October 22, 2014
- Meta-Debate at Work
- Workplace discussions sometimes take the form of informal debate, in which parties who initially have different perspectives try to arrive at a shared perspective. Meta-debate is one way things can go wrong.
October 15, 2014
- Preventing Toxic Conflict: II
- Establishing norms for respectful behavior is perhaps the most effective way to reduce the incidence of toxic conflict at work. When we all understand and subscribe to a particular way of treating each other, we can all help prevent trouble.
October 8, 2014
- Preventing Toxic Conflict: I
- Conflict resolution skills are certainly useful. Even more advantageous are toxic conflict prevention skills, and skills that keep constructive conflict from turning toxic.
October 1, 2014
- Toxic Conflict at Work
- Preventing toxic conflict is a whole lot better than trying to untangle it once it starts. But to prevent toxic conflict, we must understand some basics of conflict, and why untangling toxic conflict can be so difficult.
August 13, 2014
- Impasses in Group Decision-Making: IV
- Some impasses that develop in group decision-making relate to the substance of the discussion. Some are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
August 6, 2014
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand. With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses in the same way doesn't work. Here's why.
July 2, 2014
- Seventeen Guidelines About Workplace Bullying
- Bullying is a complex social pattern. Thinking clearly about bullying is difficult in the moment because our emotions can distract us. Here are some short insights about bullying that are easy to remember in the moment.
June 4, 2014
- Anecdotes and Refutations
- In debate and argumentation, anecdotes are useful. They illustrate. They make things concrete. But they aren't proof of anything. Using anecdotes as proofs leads to much trouble and wasted time.
April 9, 2014
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you to the risk of retribution. That's why the reporting decision must consider the need for safety.
April 2, 2014
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work. Proper or not, reporting violations can be simultaneously both risky and necessary.
January 8, 2014
- When Somebody Throws a Nutty
- To "throw a nutty" — at work, that is — can include anything from extreme verbal over-reaction to violent physical abuse of others. When someone exhibits behavior at the milder end of this spectrum, what responses are appropriate?
November 13, 2013
- Overtalking: III
- Overtalking other people is a practice that can be costly to organizations, even though it might confer short-term benefits on the people who engage in it. If you find that you are one who overtalks others, what can you do about it?
October 23, 2013
- Overtalking: II
- Overtalking is a tactic for dominating a conversation by talking to stop others from talking. When it happens, what can we do about it?
October 16, 2013
- Overtalking: I
- Overtalking is the practice of using one's own talking to prevent others from talking. It can lead to hurt feelings and toxic conflict. Why does it happen and what can we do about it?
September 11, 2013
- So You Want the Bullying to End: II
- If you're the target of a workplace bully, ending the bullying can be an elusive goal. Here are some guidelines for tactics to bring it to a close.
August 28, 2013
- So You Want the Bullying to End: I
- If you're the target of a workplace bully, you probably want the bullying to end. If you've ever been the target of a workplace bully, you probably remember wanting it to end. But how it ends can be more important than whether or when it ends.
August 21, 2013
- Social Isolation and Workplace Bullying
- Social isolation is a tactic widely used by workplace bullies. What is it? How do bullies use it? Why do bullies use it? What can targets do about it?
July 24, 2013
- Agenda Despots: II
- Some meeting Chairs crave complete or near-complete control of their meeting agendas. In this Part II of our exploration of their techniques, we emphasize methods for managing unwanted topic contributions from attendees.
July 17, 2013
- Agenda Despots: I
- Many of us abhor meetings. Words like boring, silly, and waste come to mind. But for some meeting Chairs, meetings aren't boring at all, because they fear losing control of the agenda. To maintain control, they use the techniques of the Agenda Despots.
June 12, 2013
- Pariah Professions: II
- In some organizations entire professions are regarded as pariahs — outsiders. They're expected to perform functions that the organization does need, but their relationships with others in the organization are strained at best. When pariahdom is tolerated, organizational performance suffers.
June 5, 2013
- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some people in the rest of the organization. When these conditions prevail, organizational performance suffers.
May 8, 2013
- The Myth of Difficult People
- Many books and Web sites offer advice for dealing with difficult people. There are indeed some difficult people, but are they as numerous as these books and Web sites would have us believe? I think not.
April 24, 2013
- First Aid for Wounded Conversations
- Groups that meet regularly sometimes develop patterns of tense conversations that become obstacles to forward progress. Here are some ideas for releasing the tension.
April 17, 2013
- Toxic Conflict in Virtual Teams: Virtuality
- In virtual teams, toxic conflict sometimes seems to erupt spontaneously. People who function effectively in co-located teams can find themselves repeatedly embroiled in conflicts that seem to lack specific causes. What triggers toxic conflict in virtual teams?
April 10, 2013
- Toxic Conflict in Virtual Teams: Minimizing Authority
- Toxic conflict in virtual teams is especially difficult to address, because we bring to it assumptions about causes and remedies that we've acquired in our experience in co-located teams. In this Part II of our exploration we examine how minimizing authority tends to convert ordinary creative conflict into a toxic form.
April 3, 2013
- Toxic Conflict in Virtual Teams: Dissociative Anonymity
- Toxic conflict in teams disrupts relationships and interferes with (or prevents) accomplishment of the team's goals. It's difficult enough to manage toxic conflict in co-located teams, but in virtual teams, dissociative anonymity causes toxic conflict to be both more easily triggered and more difficult to resolve.
February 13, 2013
- Preventing the Hurt of Hurtful Dismissiveness
- When we use the hurtfully dismissive remarks of others to make ourselves feel bad, there are techniques for recovering relatively quickly. But we can also learn to respond to these remarks altogether differently. When we do that, recovery is unnecessary.
February 6, 2013
- Reframing Hurtful Dismissiveness
- Targets of dismissive remarks often feel that their concerns are being judged as unimportant, which can be painful when their concerns are real. But there is an alternative to pain. It requires a little skill and discipline, but it can work.
January 30, 2013
- Recognizing Hurtful Dismissiveness
- "Never mind" can mean anything from "Excuse me, I'm sorry," to, "You lame idiot, it's beyond you," and more. The former is apologetic and courteous. The latter is dismissive and hurtful. We have dozens of verbal tactics for hurting each other dismissively. How can we recognize them?
January 23, 2013
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences. Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
December 5, 2012
- When Over-Delivering Makes Trouble
- When responding to inquiries such as "Is that correct?" we sometimes err by giving too many reasons why it's incorrect. Patterns of over-delivery can lead to serious trouble. Here's how.
November 28, 2012
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly why others do what they do. Here are some of the ways we get this wrong.
November 14, 2012
- Some Subtleties of ad hominem Attacks
- Groups sometimes make mistakes based on faulty reasoning used in their debates. One source of faulty reasoning is the ad hominem attack. Here are some insights that help groups recognize and avoid this class of errors.
October 17, 2012
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.
October 10, 2012
- Impasses in Group Decision-Making: I
- Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving on to the more thorny areas. Why does this happen?
October 3, 2012
- See No Bully, Hear No Bully
- Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
August 29, 2012
- 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.
August 8, 2012
- Dealing with Rapid-Fire Attacks
- When a questioner repeatedly attacks someone within seconds of their starting to reply, complaining to management about a pattern of abuse can work — if management understands abuse, and if management wants deal with it. What if management is no help?
August 1, 2012
- Rapid-Fire Attacks
- Someone asks you a question. Within seconds of starting to reply, you're hit with another question, or a rejection of your reply. Abusively. The pattern repeats. And repeats again. And again. You're being attacked. What can you do?
May 23, 2012
- Handling Heat: II
- Heated exchanges in meetings can compromise both the organizational mission and the careers of the meeting's participants. Here are some tactics for people who aren't chairing the meeting.
May 16, 2012
- Handling Heat: I
- Heated exchanges in meetings are expensive to both the organizational mission and to the careers of the meeting's participants. Preventing them — or dealing with them when they happen — is everyone's job. But what can you do when they persist?
August 24, 2011
- New Ideas: Experimentation
- In collaborative problem solving, teams sometimes perform experiments to help choose a solution. These experiments sometimes lead to trouble. What are the troubles and how can we avoid them?
August 17, 2011
- New Ideas: Judging
- When groups work together to solve problems, they eventually evaluate the ideas they generate. They sometimes reject perfectly good ideas, while accepting some really boneheaded ones. How can we judge new ideas more effectively?
August 10, 2011
- New Ideas: Generation
- When groups work together to solve problems, they employ three processes repeatedly: they generate ideas, they judge those ideas, and they experiment with those ideas. We first examine idea generation.
June 8, 2011
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review of some of the tools that don't work well and why.
June 1, 2011
- Workplace Bullying and Workplace Conflict: I
- Bullying is unlike other forms of toxic conflict. That's why the tools we use to address toxic conflict simply do not work for bullying. In this Part I, we contrast bullying and ordinary toxic conflict.
May 18, 2011
- How to Create Distrust
- A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.
May 4, 2011
- How Targets of Bullies Can Use OODA: II
- To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not sufficient — someone must make the bully stop. That's why counterattack is much more likely to work.
April 27, 2011
- How Targets of Bullies Can Use OODA: I
- Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.
April 20, 2011
- How Workplace Bullies Use OODA: II
- Workplace bullies who succeed in carrying on their activities over a long period of time are intuitive users of Boyd's OODA model. Here's Part II of an exploration of how bullies use the model.
April 13, 2011
- How Workplace Bullies Use OODA: I
- Workplace bullies who succeed in carrying on their activities over a long period of time rely on more than mere intimidation to escape prosecution. They proactively shape their environments to make them safe for bullying. The OODA model gives us insights into how they accomplish this.
April 6, 2011
- OODA at Work
- OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as combat, marketing, politics, and emergency management. Here's a brief overview.
March 30, 2011
- Indicators of Lock-In: II
- When a group of decision makers "locks in" on a choice, they can persist in that course even when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.
March 23, 2011
- Indicators of Lock-In: I
- In group decision-making, lock-in occurs when the group persists in adhering to its chosen course even though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What are some common indicators of lock-in?
March 9, 2011
- Rope-A-Dope in Organizational Politics
- Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying it to workplace politics at the organizational scale.
December 1, 2010
- How to Misunderstand Somebody Else
- Misunderstandings are commonplace at work, as in most of the rest of Life. At work, they might be even more commonplace, because at work it sometimes seems that people are actually trying to misunderstand. Here's a handy guide for those who want to get better at misunderstanding others.
September 1, 2010
- What Insubordinate Non-Subordinates Want: III
- When you're responsible for an organizational function, and someone not reporting to you doesn't comply with policies you rightfully established, trouble looms. What role do supervisors play?
August 25, 2010
- What Insubordinate Non-Subordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
August 18, 2010
- What Insubordinate Non-Subordinates Want: I
- When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
June 16, 2010
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant in the room." Free-ranging elephants are expensive and dangerous to both the organization and its people. Here's Part II of a catalog of indicators that elephants are about.
June 9, 2010
- Stalking the Elephant in the Room: I
- The expression "the elephant in the room" describes the thought that most of us are thinking, and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging elephants present intolerable risks to both the organization and its people.
May 19, 2010
- The Perils of Political Praise
- Political Praise is any public statement, praising (most often) an individual, and including a characterization of the individual or the individual's deeds, and which spins or distorts in such a way that it advances the praiser's own political agenda, possibly at the expense of the one praised.
May 12, 2010
- Unwanted Hugs from Strangers
- Some of us have roles at work that expose us to unwanted hugs from people we don't know. After a while, this experience can be far worse than merely annoying. How can we deal with unwanted hugs from strangers?
March 31, 2010
- 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.
March 3, 2010
- What Is Workplace Bullying?
- We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace relationships. To deal effectively with it, we must know how to recognize it. Here's a start.
February 24, 2010
- The Power of Situational Momentum
- For many of us, the typical workday presents a series of opportunities to take action. We often approach these situations by choosing among the expected choices. But usually there are choices that exploit situational momentum, and they can be powerful choices indeed.
February 10, 2010
- Confronting the Workplace Bully: II
- When bullied, one option is to fight back, but many don't, because they fear the consequences. Confrontation is a better choice than many believe — if you know what you're doing.
January 27, 2010
- What You See Isn't Always What You Get
- We all engage in interpreting the behavior of others, usually without thinking much about it. Whenever you notice yourself having a strong reaction to someone's behavior, consider the possibility that your interpretation has outrun what you actually know.
January 20, 2010
- What Do You Need?
- When working issues jointly with others, especially with one other, we sometimes hear, "What do you need to make this work?" Your answers can doom your effort — or make it a smashing success.
January 13, 2010
- Covert Bullying
- The workplace bully is a tragically familiar figure to many. Bullying is costly to organizations, and painful to everyone within them — especially targets. But the situation is worse than many realize, because much bullying is covert. Here are some of the methods of covert bullies.
December 30, 2009
- Letting Go of the Status Quo: the Debate
- Before we can change, we must want to change, or at least accept that we must change. And somewhere in there, we must let go of some part of what is now in place — the status quo. In organizations, the decision to let go involves debate.
December 23, 2009
- How to Avoid Responsibility
- Taking responsibility and a willingness to be held accountable are the hallmarks of either a rising star in a high-performance organization, or a naïve fool in a low-performance organization. Either way, you must know the more popular techniques for avoiding responsibility.
December 16, 2009
- A Critique of Criticism: II
- To make things better, we criticize, but we often miss the mark. We inflict pain without meaning to, and some of that pain comes back to us. How can we get better outcomes, while reducing the risks of inflicting pain?
December 9, 2009
- A Critique of Criticism: I
- Whether we call it "criticism" or "feedback," the receiver can sometimes experience pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to increase the chance that the receiver hears the giver's message without experiencing pain?
October 14, 2009
- Logically Illogical
- Discussions in meetings and in written media can get long and complex. When a chain of reasoning gets long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure. Here are just a few.
October 7, 2009
- Untangling Tangled Threads
- In energetic discussions, topics and subtopics get intertwined. The tangles can be frustrating. Here's a collection of techniques for minimizing tangles in complex discussions.
September 30, 2009
- Tangled Thread Troubles
- Even when we use a facilitator to manage a discussion, managing a queue for contributors can sometimes lead to problems. Here's a little catalog of those difficulties.
August 19, 2009
- 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.
June 17, 2009
- Teamwork Myths: Conflict
- For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth. Conflict, in its constructive forms, is essential to high performance.
May 20, 2009
- In workplace politics, some people always seem to be seeking information about others, but they give very little in return. They're pumpers. What can you do to deal with pumpers?
May 6, 2009
- Political Framing: Strategies
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some strategies framers use.
April 29, 2009
- Political Framing: Communications
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some communications tactics framers use.
April 8, 2009
- Discussion Distractions: II
- Meetings are less productive than they might be, if we could learn to recognize and prevent the most common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.
April 1, 2009
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently seen in meetings.
March 11, 2009
- Masked Messages
- Sometimes what we say to each other isn't what we really mean. We mask the messages, or we form them into what are usually positive structures, to make them appear to be something less malicious than they are. Here are some examples of masked messages.
January 21, 2009
- Creating Trust
- What can you do when you discover that the environment at work is permeated with distrust? Your position in the organization does affect your choices, but here are some suggestions that might be helpful to anyone.
September 24, 2008
- The Advantages of Political Attack: III
- In workplace politics, attackers have significant advantages that explain, in part, their surprising success rate. In this third part of our series on political attacks, we examine the psychological advantages of attackers.
September 17, 2008
- The Advantages of Political Attack: II
- In workplace politics, attackers are often surprisingly successful with even the flimsiest assertions. Often, they prevail, in part, because they can choose the time and venue for their attacks. They also have the advantage of preparation. How can targets respond effectively?
September 10, 2008
- Lateral Micromanagement
- Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another. Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power and rank, and it is toxic to teams.
September 3, 2008
- The Advantages of Political Attack: I
- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond effectively?
August 27, 2008
- Stonewalling: II
- Stonewalling is a tactic of obstruction. Some less sophisticated tactics rely on misrepresentation to gum up the works. Those that employ bureaucratic methods are more devious. What can you do about stonewalling?
August 20, 2008
- Stonewalling: I
- Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the stonewaller hopes to gain advantage. What can you do about stonewalling?
July 30, 2008
- Obstructionist Tactics: II
- Teams and groups depend for their success on highly effective cooperation between their members. If even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part II of a little catalog of tactics.
July 23, 2008
- Obstructionist Tactics: I
- Teams and groups depend for their success on highly effective cooperation between their members. If even one person is unable or unwilling to cooperate, the team's performance is limited. What tactics do obstructors use?
July 16, 2008
- 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.
July 2, 2008
- Peace's Pieces
- Just as important as keeping the peace with your colleagues is making peace again when it has been broken by strife. Nations have peace treaties. People make up. Here are some tips for making up.
May 14, 2008
- 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.
May 7, 2008
- 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.
April 30, 2008
- Bemused Detachment
- Much of the difficulty between people at work is avoidable if only we can find ways to slow down our responses to each other. When we hurry, we react without thinking. Here's a suggestion for increasing comity by slowing down.
March 12, 2008
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other parties. Indirect threats are indeed warnings, but not in the way you might think.
February 27, 2008
- Responding to Threats: II
- When an exchange between individuals, or between an individual and a group, goes wrong, threats often are either the cause or part of the results. If we know how to deal with threats — and how to avoid and prevent them — we can help keep communications creative and constructive.
February 13, 2008
- Communication Templates: II
- Communication templates are patterns that are so widely used that once identified, nearly everyone recognizes them. In this Part II we consider some of the more toxic — less innocuous — communication templates.
February 6, 2008
- Communication Templates: I
- Some communication patterns are so widely used that nearly everyone in a given cultural group knows them. These templates demand certain prescribed responses, and societal norms enforce them. In themselves, they're harmless, but there are risks.
January 16, 2008
- Making Meaning
- When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are sometimes goofy or dangerous, here's a look at how we make interpretations.
November 28, 2007
- Social Safety Margins
- As our personal workloads increase, we endure more stress and more time pressure. Inevitably, we have less time for the social niceties that protect us from accidentally hurting each other's feelings. When are we most at risk of incidental harm, and what can we do about it?
October 17, 2007
- Virtual Conflict
- Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common, we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.
September 26, 2007
- The Good, the Bad, and the Complicated
- In fiction and movies, the world is often simple. There's a protagonist, a goal, and a series of obstacles. The protagonists and goals are good, and the obstacles are bad. Real life is more complicated.
September 5, 2007
- Divisive Debates and Virulent Victories
- When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although those who prevail might be ready to "move on," others might feel so alienated that they experience even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine its success.
June 6, 2007
- Hostile Collaborations
- Sometimes collaboration with people we hold in low regard can be valuable. If we enter a hostile collaboration without first accepting both the hostility and the value, we might sabotage it outside our awareness, and that can render the effort worthless — or worse. What are the dynamics of hostile collaborations, and how can we do them well?
May 16, 2007
- Virtual Termination with Real Respect
- When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people in person is not only a gesture of respect. It's good business.
April 4, 2007
- Dismissive Gestures: III
- Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.
March 28, 2007
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've developed a variety of alternatives, including a class I call "dismissive gestures." They hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog of dismissive gestures.
March 21, 2007
- Dismissive Gestures: I
- Humans are nothing if not inventive. In the modern organization, where verbal insults are deprecated, we've developed hundreds of ways to insult each other silently (or nearly so). Here's part one of a catalog of non-verbal insults.
February 28, 2007
- Changing the Subject: II
- Sometimes, in conversation, we must change the subject, but we also do it to dominate, manipulate, or assert power. Subject changing — and controlling its use — can be important political skills.
February 21, 2007
- Changing the Subject: I
- Whether in small group discussions, large meetings, or chats between friends, changing the subject of the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary, devious, or outright malicious. What techniques do we use to change the subject, and how can we cope with them?
January 24, 2007
- An Emergency Toolkit
- You've just had some bad news at work, and you're angry or really upset. Maybe you feel like the target of a vicious insult or the victim of a serious injustice. You have work to do, and you want to respond, but you must first regain your composure. What can you do to calm down and start feeling better?
December 27, 2006
- 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.
December 20, 2006
- 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 pressure.
December 13, 2006
- 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.
December 6, 2006
- Using Indirectness at Work
- Although many of us value directness, indirectness does have its place. At times, conveying information indirectly can be a safe way — sometimes the only safe way — to preserve or restore well-being and comity within the organization.
November 29, 2006
- The True Costs of Indirectness
- Indirect communications are veiled, ambiguous, excessively diplomatic, or conveyed to people other than the actual target. We often use indirectness to avoid confrontation or to avoid dealing with conflict. It can be an expensive practice.
November 15, 2006
- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information. Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part two of a catalog of some favorite tactics.
November 8, 2006
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather, they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's political agenda. Here's part one a catalog of some favorite tactics.
October 25, 2006
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the answer. The right answer can be good; but often, the right question can be better.
October 11, 2006
- Assumptions and the Johari Window: II
- The roots of both creative and destructive conflict can often be traced to the differing assumptions of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool called the Johari window.
September 27, 2006
- Assumptions and the Johari Window: I
- The roots of both creative and destructive conflict can often be traced to differing assumptions of the parties to the conflict. Working out these differences is a lot easier when we know what everyone's assumptions are.
August 30, 2006
- Peek-a-Boo and Leadership
- Great leaders know what to say, what not to say, and when to say or not say it, sometimes with stunning effect. Consistently effective leadership requires superior empathy skills. Here are some things to do to improve your empathy skills.
June 21, 2006
- 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.
June 14, 2006
- Knife-Edge Performers
- Some employees deliver performance episodically, while some deliver steady, but barely adequate performance. Either way, they keep their managers drained and anxious, on the "knife edge" of terminating them. How can you detect knife-edge performers, and what can you do about them?
April 26, 2006
- The High Cost of Low Trust: II
- Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
April 19, 2006
- The High Cost of Low Trust: I
- We usually think of Trust as one of those soft qualities that we would all like our organizational cultures to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here are some of the ways we pay for low trust.
January 4, 2006
- The Uses of Empathy
- Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good and for ill. What is empathy? How is it relevant at work?
December 21, 2005
- Is It Blame or Is It Accountability?
- When we seek those accountable for a particular failure, we risk blaming them instead, because many of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?
November 16, 2005
- In the Groove
- Under stress, we sometimes make choices that we later regret. And we wonder, "Will I ever learn?" Fortunately, the problem usually isn't a failure to learn. Changing just takes practice.
October 5, 2005
- Recalcitrant Collaborators
- Much of the work we do happens outside the context of a team. We collaborate with people in other departments, other divisions, and other companies. When these collaborators are reluctant, resistive, or recalcitrant, what can we do?
August 31, 2005
- Practice Positive Politics
- Politics is a dirty word at work, as elsewhere. We think of it as purely destructive, often distorting decisions and leading the organization in wrong directions. And sometimes, it does. Politics can be constructive, though, and you can help to make it so.
July 27, 2005
- Hurtful Clichés: II
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Here's Part II of a series exploring some of these clichés.
July 13, 2005
- Hurtful Clichés: I
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Maybe it's time for some thought.
June 29, 2005
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding their tactics, and by preparing responses, we can deter intimidators.
April 27, 2005
- Questioning Questions
- In meetings and other workplace discussions, questioning is a common form of conversational contribution. Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
April 13, 2005
- Shining Some Light on "Going Dark"
- If you're a project manager, and a team member "goes dark" — disappears or refuses to report how things are going — project risks escalate dramatically. Getting current status becomes a top priority problem. What can you do?
April 6, 2005
- Email Ethics
- Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new technology arrives, explicitly extending the ethical code seems necessary — no matter how civil the society. And so it is with email.
March 30, 2005
- See No Evil
- When teams share information among themselves, they have their best opportunity to reach peak performance. And when some information is withheld within an elite group, the team faces unique risks.
March 23, 2005
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the message that you actually did hear.
February 16, 2005
- Top Ten Signs of a Blaming Culture
- The quality of an organization's culture is the key to high performance. An organization with a blaming culture can't perform at a high level, because its people can't take reasonable risks. How can you tell whether you work in a blaming culture?
January 19, 2005
- Obstacles to Compromise
- Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is rare. What makes finding compromises so difficult?
December 22, 2004
- When You Can't Even Think About It
- Some problems are so difficult or scary that we can't even think about how to face them. Until we can think, action is not a good idea. How can we engage our brains for the really scary problems?
December 15, 2004
- Totally at Home
- Getting home from work is far more than a question of transportation. What can we do to come home totally — to move not only our bodies, but our minds and our spirits from work to home?
November 10, 2004
- The Fine Art of Quibbling
- We usually think of quibbling as an innocent swan dive into unnecessary detail, like calculating shares of a lunch check to the nearest cent. In debate about substantive issues, a detour into quibbling can be far more threatening — it can indicate much deeper problems.
October 20, 2004
- When Leaders Fight
- Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?
September 22, 2004
- The Unappreciative Boss
- Do you work for a boss who doesn't appreciate you? Do you feel ignored or excessively criticized? If you do, life can be a misery, if you make it so. Or you can work around it. It's up to you to choose.
March 17, 2004
- 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?
September 3, 2003
- Dispersed Teams and Latent Communications
- When geography divides a team, conflicts can erupt along the borders. "Us" and "them" becomes a way of seeing the world, and feelings about people at other sites can become hostile. Why does this happen and what can we do about it?
July 9, 2003
- Corrosive Buts
- When we discuss what we care deeply about, and when we differ, the word "but" can lead us into destructive conflict. Such a little word, yet so corrosive. Why? What can we do instead?
April 9, 2003
- Conflict Haiku
- When tempers flare, or tension fills the air, many of us contribute to the stew, often without realizing that we do. Here are some haiku that describe some of the many stances we choose that can lead groups into tangles, or let those tangles persist once they form.
February 5, 2003
- You and I
- In tense discussions, the language we use often contributes to the tension. If we can transform the statements we make about each other into statements about ourselves, we can eliminate an important source of tension and stress.
January 1, 2003
- Saying No
- When we have to say "no" to customers or to people in power, we're often tempted to placate with a "yes." There's a better way: learn how to say "no" in a way that moves the group toward joint problem solving.
December 18, 2002
- Caught in the Crossfire
- You lead a company, a department, or a team. When two of your reports get caught up in a feud, what do you do? Let them fight it out? Order them to stop? Fire them both? Here are some tips for making a peace.
April 11, 2001
- The Focus of Conflict
- For some teams conflict seems to focus around one particular team member. The conflict might manifest itself as either organizational or interpersonal issues, or both, but whatever the problem seems to be, the problem is never the problem.
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