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Volume 3, Issue 42;   October 15, 2003: Devious Political Tactics: The Three-Legged Race

Devious Political Tactics: The Three-Legged Race

by

The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?
Three-legged racing team

A three-legged-racing team. These races can be fun — when they're meant to be. At work, though, they can be very un-fun. Photo (cc) Attribution-ShareAlike 2.0 Generic Virginia State Parks staff.

By assigning a task to two or more impossibly incompatible people, the political operator creates a three-legged race. Perhaps you remember the races from picnics long ago — participants pair up, and standing side-by-side, the right-hand partners tie their left legs to the right legs of the left-hand partners. The pairs then run a race, and comical spills are inevitable.

Three-legged races might be funny at picnics, but in business they're extremely dangerous, because the political operator who selects the race partners has likely arranged for failure. By exploiting a past history of conflict, leadership ambiguity, organizational tensions, or contention for the same promotion, the operator ensures project sabotage, or damage to one or both careers.

Three-legged races are especially challenging when the partners hold joint responsibility for mission success. But even if one is designated lead, there can still be significant trouble if one partner is required to accept the other and is ordered to "make it work."

Three-legged races
might be funny
at picnics, but
in business
they're dangerous
Even if you aren't now engaged in a three-legged race, look around. If others are lashed together, or have been in the past, check for patterns. Is it cultural? Does one specific player repeatedly create three-legged races? If so, your turn will come.

If you find yourself in a three-legged race, what can you do?

Show your partner this essay
Giving a name to this dynamic helps you both talk about it together. When you both see that someone else has arranged for your troubles, you can see your common interest more clearly.
Come to consensus about your situation
Whoever tied you together might be unaware of how destructive the arrangement can be, but more often, the tactic is a cynical attempt to undermine the project or to damage careers. Try to come to consensus about what's really going on.
Ask for help
If you can't work things out between you, ask for outside assistance. A professional mediator or facilitator can help both of you see things a bit differently. Avoid asking for help from the operator who lashed you together. By now, you know where that leads.
If you can't work it out, prepare contingencies
Things may be so far gone that consensus is impossible, even with the help of a professional. If you're unable to agree, head for the exit. Even if you have enough power in the situation to prevail, your partner usually has enough strength to sabotage the effort. Getting out might be your best option.

Perhaps, as a manager, you arrange three-legged races to give warring parties a chance to "work together" to resolve their problems. Even though you mean well, find another way to help them — this method puts them and the organization at risk. Get help. Dealing with interpersonal difficulties directly actually does work. Go to top Top  Next issue: Plopping  Next Issue

303 Secrets of Workplace PoliticsIs 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

More about Devious Political Tactics

Budget and ScheduleGames for Meetings: IV  [April 16, 2003]
We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part IV of a little catalog of some of our favorites, and what we could do about them.

A credit thiefDevious Political Tactics: Credit Appropriation  [September 24, 2003]
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.

A rhinestone-decorated pacifierDevious Political Tactics: The False Opportunity  [October 1, 2003]
Workplace politics can make any environment dangerous, both to your career and to your health. This excerpt from my little catalog of devious political tactics describes the false opportunity, which appears to be a chance to perform, to contribute, or to make a real difference. It's often something else.

Scott McLellan, White House Press Secretary, 2003-2006Devious Political Tactics: Cutouts  [September 29, 2004]
Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts, operators can manipulate their environments while limiting their personal risk. How can you detect cutouts? And what can you do about them?

The Roman ColosseumDevious Political Tactics: Divide and Conquer: I  [July 6, 2005]
While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate you to find another way.

Former U.S. Secretary of State Colin PowellDevious Political Tactics: A Field Manual  [November 7, 2007]
Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.

Allied leaders at the Yalta Conference in February, 1945Devious Political Tactics: More from the Field Manual  [August 29, 2012]
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.

George Orwell's 1933 press card photo issued by the Branch of the National Union of JournalistsDevious Political Tactics: Mis- and Disinformation  [May 1, 2013]
Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation, disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.

A Crusader tank with its 'sunshield' lorry camouflage erected 26 October 1942Devious Political Tactics: Bad Decisions  [February 26, 2025]
When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions.

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Related articles

More articles on Workplace Politics:

A credit thiefDevious 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.
The Great WallDevious Political Tactics: Divide and Conquer: II
While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of these tactics.
Two redwoods in the Stout Memorial Grove of the Jedediah Smith Redwoods State Park in CaliforniaNot Really Part of the Team: I
Some team members hang back. They show little initiative and have little social contact with other team members. How does this come about?
Todd Park, United States Chief Technology OfficerProjects as Proxy Targets: II
Most projects have both supporters and detractors. When a project has been approved and execution begins, some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
Franz Halder, German general and the chief of staff of the Army High Command (OKH) in Nazi Germany from 1938 until September 1942Capability Inversions and the Dunning-Kruger Effect
A capability inversion occurs when the person in charge of an effort is far less knowledgeable about the work involved or its purpose than are the people doing that work. In capability inversions, the Dunning-Kruger effect can intensify group dysfunction, sometimes severely disrupting the effort.

See also Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Mark Twain in 1907Coming July 9: On Being Seriously Funny at Work
Humor is such a valuable tool at work that it ought to be recognized as an official contribution by team members who provide the laughs that keep some teams from auto-destructing. Even if you're not known for bringing the funny, there are a few simple techniques that can change your image. Available here and by RSS on July 9.
Mark Twain in 1907And on July 16: Responding to Unwelcome Events
Unwelcome events have two kinds of effects on decision-makers. One set of effects appears as we respond to events that have actually occurred. Another set manifests itself as we prepare for unwelcome events that haven't yet occurred, but which might occur. Making a wrong decision in either case can be costly. Available here and by RSS on July 16.

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303 Secrets of Workplace PoliticsIs 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!
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