Workplace politics is an amorphous mystery to many of us, in part because we lack some simple tools. Here's Part II of a little catalog of ten widely applicable tactics. See "Ten Tactics for Tough Times: I," Point Lookout for February 1, 2006, for more.
- Am I solving the right problem?
- Even if you solve the problem, your solution might not be useful unless you solve the right problem.
- A risk of this tactic is inappropriately assuming responsibility for problem definition. Focus only on the portion of the problem definition space that truly is yours.
- What's the smallest piece I can usefully address?
- Often what looks unitary from afar is actually composite close up. Once you get into it, you can clearly see its separate parts.
- When you can finally discern the pieces, focus on the easy parts. If one of them feels like a good fit, go for it.
- Can I get help?
- Often what looks
unitary from afar
is actually composite
- Asking for help can be difficult if we feel that asking for help is a sign of weakness. Some like the feeling of independence that comes with control, even if that sense of control is an illusion. See "Are You Taking on the Full Load?," Point Lookout for February 6, 2002, and "Heavy Burdens: Should, Always, Must, and Never," Point Lookout for February 27, 2002, for more.
- When ownership of a problem is joint with others, all owners must work together. And even when you own the problem fully, addressing it might be beyond your capability. Ask for help when you need it.
- What kind of help would help?
- Difficult problems are difficult, in part, because the tools we do know about haven't worked. And when we don't know about something we need, it's hard to ask for it.
- When you feel lost, ask someone what kind of help would help. Check in with a mentor, a coach, a colleague, or a friend.
- Can I confront?
- If the problem results from the actions of another, we sometimes feel the urge to escalate, to force our partners to change what they're doing. But escalation can be dangerous because it might harm the relationship.
- Here are two alternatives. First, tell your partner what you want. Explain first what problems you face that might be visible only to you. Alternatively, and even less confrontational — ask for what you want. One possible risk of these tactics: they reveal that you know what's happening, and this knowledge might be used against you.
- What do I already know?
- Remembering what you already know is perhaps your most important tool. Sadly, under stress, remembering anything can be very difficult.
- I remind myself by breathing. It slows me down and clears my mind, probably because oxygen is an aid to clear thinking.
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
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More articles on Workplace Politics:
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself
to deal with them, can keep you out of trouble and make you more effective and influential.
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- 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.
- Capability Inversions and Workplace Abuse
- A capability inversion occurs when the person in charge of an effort is far less knowledgeable about
the work than are the people doing that work. In some capability inversions, abusive behavior by the
unit's leader might be misinterpreted as bullying.
Forthcoming issues of Point Lookout
- Coming October 5: Downscoping Under Pressure: I
- When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.
- And on October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendbTtLLSVlUPPCNkAner@ChacthFxWKdRwnLylOCDoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- 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, )
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.