George sat very still, withholding comment on what Trish had just said. She sipped her coffee and waited patiently for the idea to sink in. Trish knew that he would have difficulty accepting that the people in his organization didn't trust each other, and that they didn't trust him. And she knew that he wouldn't run away from the truth. So she waited.
George now sipped his coffee. He set the cup down, laced his fingers together, looked at his hands for a while, and sighed. Then he turned to Trish.
"I think I understand," he began. "People CC me on so many emails because they're trying to write a 'transcript' of their activities, so nobody can attack them later for not doing the job. Right?"
"Almost," said Trish. "Some expect you to defend them later, on the basis of the 'transcript.'"
"Right," said George, wincing because he'd forgotten that part.
Trish continued, "And some believe that since you saw the messages, you're now responsible, too, if they've made some bad calls."
"Right." George winced again. "And it doesn't matter that I get so many messages that I can't read them?"
"Right," said Trish. "It's a cultural problem. It's about Trust. But it's the same in International. It's no different in my patch."
Low-trust cultures have
more defective products,
more rework and
more toxic politicsTrish and George are dealing with a common problem — a low-trust organizational culture. On the surface, things look OK, but the consequences of low trust include toxic politics, low productivity, lost sales, defective products, and still lower levels of trust.
Addressing the problem begins with understanding how people cope.
- Preemptive defense
- The preemptive defense, or "CYA," entails creating explanations or excuses intended to defuse any possible later attack from a colleague. Usually it takes a verbal form — a statement, a memo, or an email message — and serves no productive purpose.
- The costs of preemptive defenses include not only the effort required to create them, but also the time and effort required to read or hear them. In meetings, the preemptive defense can be very expensive, wasting time for all who attend.
- Preemptive attack
- The preemptive attack is intended to head off perceived threats from those we distrust. By limiting their ability to harm, we hope to defend against whatever we fear.
- This tactic leads to lower productivity for both the attacked and the attacker, and sometimes for bystanders, in two ways. Through the distraction and harm it causes, it interferes with getting work done. And attacks can actually disable those attacked, limiting their ability to exercise influence, even for legitimate purposes.
These are just two coping strategies for low-trust environments. We'll look at some more coping strategies next time. Next in this series Top Next Issue
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
For more about Trust, see "Creating Trust," Point Lookout for January 21, 2009, "TINOs: Teams in Name Only," Point Lookout for March 19, 2008, and "Express Your Appreciation and Trust," Point Lookout for January 16, 2002.
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More articles on Workplace Politics:
- There Are No Micromanagers
- If you're a manager who micromanages, you're probably trying as best you can to help your organization
meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're
doing isn't working. There is another way.
- Managing Risk Revision
- Prudent risk management begins by accepting the possibility that unpleasant events might actually happen.
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something done takes too long, the organization can't lead its markets, or even catch up to the leaders.
Why does this happen?
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- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions
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demands for attention and admiration.
See also Workplace Politics and Conflict Management for more related articles.
Forthcoming issues of Point Lookout
- Coming March 29: Time Slot Recycling: The Risks
- When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.
- And on April 5: The Fallacy of Division
- Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.
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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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group