The phone rang again, and Mike looked at the display. It was Leslie, probably calling for his estimate of Marigold's delivery date. Mike and Leslie had been fencing all week, and she just wouldn't accept any date but the one she wanted. He picked up: "Mike here."
"Mike, Leslie. So what do you think for Marigold?" No small talk from Leslie.
"I understand you need it for Q3," he said, "but I don't see how we can do it. I'm recommending some contingencies."
"Mmmm, not good," Leslie replied. "I guess we need more brainpower on this one. Can you meet at 10 tomorrow?"
Leslie is coercing Mike — "more brainpower" is the key phrase. By suggesting that other people, perhaps more capable than Mike, might be able to make her date, Leslie seeks to squeeze a commitment from Mike that he's unwilling to give voluntarily.
Coercion is one of many approaches to manipulating commitment. Here are three more.Commitments
- Do it or else. That's an order. It's part of your job — now. Commands beget compliance, not commitment.
- In blindsiding, someone asks you for a commitment — usually for the first time — in a very public setting. The tactic relies on our desire to be supportive of team objectives.
- In one-more-thing, the manipulator asks for your commitment, and once you've given it, adds, "Oh, and one more thing…"
These techniques are futile, because commitments come in many colors and intensities. When we fool, persuade, or coerce people, the best we can get is a manipulated commitment. The "record" will show that we did secure a commitment, but subsequent behavior rarely produces the results we want. People who are manipulated can find ways — sometimes must find ways — to evade the commitment altogether. At best, they conform literally, without really delivering what's needed.
Manipulated commitments are like Enron's accounts — they look pretty good on paper, but there's nothing behind them. When the truth is finally revealed, trouble can be unavoidable.
How can you tell if you're making a commitment freely? Here are some key freedoms that we all have. They are the basis of all commitments freely given.
- The freedom to say no
- If someone is asking for the impossible, "yes" is the wrong answer. You have the freedom to say no, without losing your job or being "written up" for poor performance.
- The freedom to ask for what you need
- You have the freedom to negotiate for what you need. For example, you can say, "I can do that, but I'll need about three months more to get it done."
- The freedom to know
- If you feel that someone is withholding information that would affect your decision, you have a right to inquire about it.
If you're often manipulated into commitment, you do have one more freedom — the freedom to leave. Leaving can be difficult, but it's always followed by arrival somewhere else. And arrivals can sometimes open wonderful new vistas. Top Next Issue
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More articles on Emotions at Work:
- Coping with Problems
- How we cope with problems is a choice. When we choose our coping style, we help determine our ability
to address the problems we face. Of eight styles we can identify, only one is universally constructive,
and we rarely use it.
- Fill in the Blanks
- When we conceal information about ourselves and our areas of responsibility, we make room for others
to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.
- Confirmation Bias: Workplace Consequences Part I
- We continue our exploration of confirmation bias, paying special attention to the consequences it causes
in the workplace. In this part, we explore its effects on our thinking.
- 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.
- 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.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio 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.
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