Shining Some Light on "Going Dark"

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.  Top    Next Issue

Are 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

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:

Status Risk and Risk Status

One often-neglected project risk is the risk of inaccurately reported status. That shouldn't be surprising, because we often fail to report the status of the project's risks, as well. What can we do to better manage status risk and risk status?

Why Scope Expands: I

Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction, has no accepted name, and is rarely seen. Why?

On the Risk of Undetected Issues: II

When things go wrong and remain undetected, trouble looms. We continue our efforts, increasing investment on a path that possibly leads nowhere. Worse, time — that irreplaceable asset — passes. How can we improve our ability to detect undetected issues?

Wishful Thinking and Perception: II

Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II of a little catalog of ways our preferences and wishes affect our perceptions.

Irrational Deadlines

Some deadlines are so unrealistic that from the outset we know we'll never meet them. Yet we keep setting (and accepting) irrational deadlines. Why does this happen?

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

Forthcoming issues of Point Lookout

Coming April 24: Big, Complicated Problems

Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.

And on May 1: Full Disclosure

The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenNPleFZjAMiBIBheXner@ChactjzfNBzCwQEWBgJHoCanyon.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

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.