Of the many ways to stifle creativity, one is unsurpassed in effectiveness. I saw it once at a monthly staff meeting. As we plowed through the Open Issues list, Tim had a great idea, which he offered to us. The chair's response was "What a great idea, Tim! Why don't you work that out and report next month?"
Tim learned a lesson that day: don't ever mention your great ideas, especially not in meetings.
We've all made this "mistake" — you make a suggestion, and before you can say "Not Me!" you get volunteered to implement it. You weren't really offering to take on the task — you were just offering an insight that seemed helpful. And then you got stuck with the work.
This trap comes in other varieties. Let's suppose there's an unassigned task to be executed before you can do something else you've committed to. If you mention the unassigned task, it will probably be assigned to you. And if you say nothing, when you finally do explain why your work isn't even started yet, you might be tagged with "Why didn't you mention this before now?"
The problem isn't the offering of ideas — it's the opportunistic behavior of the team lead or chair. Ideas are the "seed corn" of projects. They're the source of all future solutions and inventions. Any chair who saddles the idea-creators with execution responsibility is actually "eating the seed corn." By creating discomfort for the people who offer ideas, the chair trains everyone not to offer ideas. So although the chair solves the immediate problem of finding someone to implement the idea, that solution creates an even bigger problem for the future — a shortage of ideas.
of all future
and inventionsWhat can you do if your team lead or your boss is one of these seed-corn eaters? How can you avoid what happened to Tim?
In the basic form, you preface your idea with a clear statement that you're offering the idea only, not the execution. For example, Tim could have said, "I have an idea for whoever is willing to take this on. I'm too overloaded to do it myself, but I'm willing to explain in more detail to whoever ends up doing this, if that fits for them and if that would be helpful." This creates a contract between Tim and the team — the team gets to hear the idea, with the understanding that Tim is too overloaded to actually execute the idea.
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
Your comments are welcomeWould you like to see your comments posted here? rbrenipcQkHNKRMWeCWxJner@ChacOTEjxkUEscoRnpokoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself
to deal with them, can keep you out of trouble and make you more effective and influential.
- How to Undermine Your Boss
- Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for
"How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this
one's for you.
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
management debt? How can we pay it down?
- Kinds of Organizational Authority: the Formal
- A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority
found in organizations. Here's Part I of a little catalog of authority classes.
- Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their
own interests and welfare ahead of anyone or anything else. In this part of the series we consider how
this claimed specialness affects the organization and its people.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGpFFuefgTTpYWjlaner@ChacVxtiQMENJEuEnqGuoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.