Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 5, Issue 15;   April 13, 2005: Shining Some Light on "Going Dark"

Shining Some Light on "Going Dark"

by

Last updated: August 8, 2018

If you're a project manager, and a team member "goes dark" — disappears or refuses to report how things are going — project risks escalate dramatically. Getting current status becomes a top priority problem. What can you do?
The Cone Nebula

The Cone Nebula as imaged by the ACS camera of the Hubble Space Telescope. Courtesy Space Telescope Science Institute.

There's no excuse for going-dark behavior, of course, but in our frustration, trying to turn the lights back on, we often select tactics that are ineffective and can even be counterproductive. Avoid these:

The Tweaking CC
Something that rarely works: sending a query in email demanding information, accusing the recipient of failing to report, and including a CC to the recipient's boss, to the CEO and to the Master of the Universe. See "The Tweaking CC," Point Lookout for February 7, 2001.
Public embarrassment
Pillorying the offender in a general email to the team, or at a meeting — especially in his or her absence — is likely to arouse anger and resistance.
Spreading poison
Describing the problem to anyone who will listen will likely be seen as character assassination.
Abuse
Harassment and intimidation, in person or in other media, are always unethical and unacceptable. And they just plain don't work. See "When You're the Target of a Bully," Point Lookout for March 17, 2004.
Suspending privileges or reassignment as punishment
Indirect, threatening, or abusive
tactics are unlikely
to address the problem
The deterrence theory of punishment is questionable in any case, but in the team environment it's downright toxic.
The nuclear option
Waiting until the annual review period to then clobber the victim with a truly horrible report doesn't resolve the immediate problem.

Try the following steps instead. They're arranged in roughly increasing order of escalation.

Email, voicemail, interdepartmental mail, fax, stopping by, and notes on the chair
You probably already tried all of these. They haven't worked.
Email with a return-receipt and high priority
This probably won't work either, but you have to try.
Call at odd hours
Calling in the early morning, during lunch, late evenings, or weekends might work, if the subject is avoiding answering calls during business hours.
Mask your caller ID
If the subject is screening your calls using caller ID, mask your ID or call from an unusual number, such as a conference room, a friend's mobile, or a colleague's phone. Next level: call from the credit union, HR, or Security.
Make a personal visit
If you're remote, this isn't an easy option, but it might work.
Ask for help
Consult your boss for ideas, influence, and moral support. This is a last resort, but it usually works when all else has failed.

When you finally make contact, remember to remain calm. If the incident is a first-time offense, explain your concerns seriously and respectfully and demand respect in return. If the incident is part of a pattern, you've got a larger problem, and you need more information to figure out what that problem might be.

For instance, the "offender" might not be an offender at all — he or she might have been directed to go dark by someone up the management chain (I've seen this happen). Tread carefully.

In any case, work to repair and preserve the relationship first, and to resolve the problem second. Progress, when it comes, will require a sound and stable relationship. Go to top Top  Next issue: Knowing Where You're Going  Next Issue

52 Tips for Leaders of Project-Oriented OrganizationsAre your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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.

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 Project Management:

The Marx brothers: Chico, Harpo, Groucho and ZeppoTINOs: Teams in Name Only
Perhaps the most significant difference between face-to-face teams and virtual or distributed teams is their potential to develop from workgroups into true teams — an area in which virtual or distributed teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
The first page of Thomas Paine's pamphlet Common SensePublish an Internal Newsletter
If you're responsible for an organizational effort with many stakeholders, communicating with them is important to success. Publishing an internal newsletter is a great way to keep them informed.
Platform supply vessels battle the fire that was consuming remnants of the Deepwater Horizon oilrig in April 2010Managing Non-Content Risks: II
When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.
Rick Piltz, former senior associate in the U.S. Climate Change Science ProgramTen Approaches to Managing Project Risks: I
Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary of the options for managing risk.
Magic Lantern Slide of a dog jumping through a hoopJust-In-Time Hoop-Jumping
Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops." Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops efficiently.

See also Project Management, Effective Communication at Work and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

A red flagComing July 22: Red Flags: I
When we finally admit to ourselves that a collaborative effort is in serious trouble, we sometimes recall that we had noticed several "red flags" early enough to take action. Toxic conflict and voluntary turnover are two examples. Available here and by RSS on July 22.
A wall of stoneAnd on July 29: Red Flags: II
When we find clear evidence of serious problems in a project or other collaboration, we sometimes realize that we had overlooked several "red flags" that had foretold trouble. In this Part II of our review of red flags, we consider communication patterns that are useful indicators of future problems. Available here and by RSS on July 29.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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:

Reprinting this article

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

Public seminars

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople 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.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.