Illegal Dumping

When we solve one problem by creating other problems somewhere else, we're Dumping. Most of the time, we dump problems without the permission of the people who end up receiving them. Some examples:

• Finance announces a lower maximum for petty cash purchases — $50. Some purchases that formerly came from petty cash must now use the requisition process.
• To expand employee parking, visitor parking is eliminated. When you expect visitors, explain to them which part of the Fire Lane to park in while they run inside for a visitor pass that lets them into the employee parking area.
• I say we ship the product as it is. Let Customer Service deal with the bug reports until the bug-fix release.

Why do we dump?

Shortcomings in accounting systems insulate problem-solvers from the problems they dump. For example, many organizations know the cost of processing requisitions, but few know the cost of preparing them. Since these costs lie outside the Finance department, Finance rarely knows the impact of lowering the petty cash limit, which might actually increase organizational expenses.

In the parking lot example, the gain of spaces is lower than it seems, because visitors now use the employee lot. And since cars now park temporarily in the Fire Lane, there's more risk of fire damage and injury. Unrecognized costs make the parking change less attractive than it seems, but we don't know by how much.

In the product release example, Marketing is free to press for premature shipment, because the increased cost of customer complaints comes not from Marketing but from Customer Service.

Shortcomings in
accounting systems
insulate problem-solvers
from the problems
they dump on othersSometimes there's a positive incentive to dump. In the petty-cash example, we can expect an increase in purchase requisitions, which lowers the average cost of processing them. Cynical financial managers can thus improve their own organizational performance by depressing the performance of their internal customers.

Here are three ways to deal with dumping.

Don't dump

When you devise solutions to problems, avoid dumping. Collaborate. If others play a role in the solution, they should play a role in devising that solution.

Educate

Educate others about dumping. When everyone understands the concept, problem solutions are less likely to involve dumping.

Require impact statements

Require authors of procedural changes to prepare impact statements that estimate total organizational costs. Shift the focus from local departmental accountability to global impact.

Compensate dumpees

When costs shift, adjust budgets. You might have to be a manager or executive to do this, but if you are, recognize your responsibility. Don't permit one part of your organization to shift burdens to others without paying for the privilege.

If you can control dumping, dumping gains no advantage. This lets the steam out of much of organizational politics — and we all know how much time we spend on politics.  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

Your comments are welcome

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Politics:

Plopping

When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?

The Risky Role of Hands-On Project Manager

The hands-on project manager manages the project and performs some of the work, too. There are lots of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential conflicts of interest.

How to Stop Being Overworked: I

If you feel overworked, you probably are. Here are some tactics for those who want to bring an end to it, or at least, lighten the load.

Social Entry Strategies: II

When we first engage with a group at work, we employ social entry strategies to make places for ourselves to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of a little catalog of social entry strategies.

Covert Obstruction in Teams: I

Some organizational initiatives are funded and progressing, despite opposition. They continue to confront attempts to deprive them of resources or to limit their progress. When team members covertly obstruct progress, what techniques do they use?

See also Workplace Politics and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Coming September 27: On Working Breaks in Meetings

When we convene a meeting to work a problem, we sometimes find that progress is stalled. Taking a break to allow a subgroup to work part of the problem can be key to finding simple, elegant solutions rapidly. Choosing the subgroup is only the first step. Available here and by RSS on September 27.

And on October 4: Self-Importance and Conversational Narcissism at Work: I

Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info