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:
- Devious Political Tactics: The Three-Legged Race
- 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
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've
developed a variety of alternatives, including a class I call "dismissive gestures." They
hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog
of dismissive gestures.
- The Attributes of Political Opportunity: The Basics
- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish
between true opportunities and high-risk adventures. Here are some of the attributes of desirable political
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually
exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic
- Devious Political Tactics: Mis- and Disinformation
- 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.
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
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- 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.
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.