Carl hated writing his monthly reports, because there was no evidence that anyone ever actually read them. Still, he had to finish it by five, so he kept at it despite the pain, all the while looking for other things to do. He was relieved when the phone rang.
It was Betsy, his boss. After the polite chitchat, she said, "Can you look at Paula's report on Marigold? Let me know what you think of the risk plan."
Paula, Betsy's peer, had recently assumed responsibility for Marigold from Betsy. Betsy had been a little peeved about this, because Marigold was Betsy's brainchild. Almost everyone thought she was still bothered about it, although she never said anything explicitly.
Betsy continued, "in strictest confidence of course."
"Sure," he said. They said good-bye, and Carl slowly and thoughtfully placed the handset in the cradle.
Carl felt uneasy. The request seemed strange, because it had come by telephone, rather than Betsy's more usual email. And Paula herself had asked Carl to comment on her risk plan, and Betsy knew it. As he wondered what was afoot, he completely forgot about his monthly report.
An ammo dump, in military parlance, is a place where ammunition is stored. "Staffing the ammo dump" is the job of retrieving ammunition for someone else to use in an attack on a third party. It's a dangerous role in the military, and it's no less dangerous in the office.
Unlike real ammo,
for safe handlingWe can't know for sure what Betsy had in mind, but it could have been a trip to the ammo dump, looking for ammunition to help her reclaim Marigold from Paula.
This is a dangerous role for Carl, because unlike real ammunition, Carl can't be sure of the safety or effectiveness of any metaphorical ammunition he provides. If something he provides harms Betsy, she might not honor her assurance of Carl's anonymity. She might be tempted to defend herself by claiming that she was relying on Carl's information. So if the ammunition is defective, or if it's misused, the staff of the ammo dump could be blamed.
What did Carl do? He replied by email to Betsy, indicating that he was perfectly comfortable with being open with Paula, and enclosed as an attachment the comments he had previously sent to Paula. What could Betsy do? She couldn't ask — or wasn't willing to ask — for ammunition explicitly, at least not in email. If she had in fact wanted ammunition, she had cloaked the request as a request for information, which Carl had honored. So Carl had complied with her request, without incurring the risk of staffing the ammo dump.
Requests for ammunition are usually ambiguous; ambiguity gives the requester deniability. But if the requester needs protection, you do too. If you think you might have been asked to staff the ammo dump, find a way to honor the literal request as openly as possible. Top Next Issue
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More articles on Workplace Politics:
- Devious Political Tactics: Credit Appropriation
- Managers and supervisors who take credit for the work of subordinates or others who feel powerless are
using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.
- Why There Are Pet Projects
- Pet projects are common in organizations, including organizations with healthy and mature planning processes.
They usually consume resources at levels beyond what the organization intends, which raises the question
of their genesis: Where do pet projects come from?
- Inappropriate Levels of Regard
- The regard we have for others as people is sometimes influenced by the regard we have for the work they
do. Confusing the two is a dangerous error.
- Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators
of possible trouble are the behaviors of the people around you.
- Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense
of balance that's the foundation of clear thinking. And thinking clearly at work is important if you
want to avoid feeling embarrassment, shame, or guilt.
See also Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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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.
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- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah 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.
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.