Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 40;   October 4, 2006: Breaking the Rules

Breaking the Rules

by

Many outstanding advances are due to those who broke rules to get things done. And some of those who break rules get fired or disciplined. When is rule breaking a useful tactic?
The Fram, Amundsen's ship

Fram, which bore the Amundsen expedition to Antarctica. Photo courtesy ArticIce.org's Hall of Arctic Explorers.

In the race to be the first to the South Pole, the two contenders were Robert Falcon Scott, of the Royal Navy, and Roald Amundsen of Norway. Scott had Royal sponsorship, but Amundsen had to persuade his backers of the commercial possibilities of his expedition.

These were the days before the Panama Canal, and the only shipping routes around the Americas were long and expensive. To make the investment in his expedition attractive, Amundsen told his backers that he was exploring the Arctic, which held much more commercial interest than did the Antarctic.

Just one thing — he was lying.

His true motive was to be the first to reach the South Pole. Amundsen successfully misled everyone. He broke the rules.

Breaking the rules is sometimes the best way — sometimes the only way — to get things done. When we break the rules, and then fail, we can end up in deep yogurt. But when we break the rules and then later succeed, people sometimes overlook the transgression. And sometimes they don't.

When is rule breaking a useful strategy? What rules can we break safely? Here are some tips for breaking the rules.

Old rules can be more breakable
Older rules tend to be more breakable than newer rules. Sometimes the conditions that led to them no longer apply, and sometimes their chief architects have moved on.
Of the older rules, those that are frequently applied tend to be the strongest. The old, dusty ones that lack constituencies tend to be the most breakable.
We don't admit it, but goals count
When we break the rules
and then later succeed,
people sometimes overlook
the transgression
The end doesn't justify the means, but what people care about does matter. If the goal is attractive enough, people tend to look the other way when rules are broken.
Break rules only when you're aiming for a goal people care about and you think your chances of achieving it are good.
Stay within the law
Breaking organizational rules is one thing. Breaking laws is another. Law breaking invites all kinds of consequences, and organizational benefits aren't likely to count for much.
Be knowledgeable enough to stay within the law.
Personal gain is a liability
If you personally gain from your rule breaking, you're asking for trouble. Breaking the rules is much more likely to be acceptable if the organization is the principal beneficiary.
Even better if your boss and the applicable rule enforcement unit are beneficiaries.
Prepare to accept adverse consequences
If you fail, and if you broke rules in the attempt, you might have to pay a price. The price can include organizational discipline, termination, or even "blacklisting" in your profession.
Be certain that you're prepared to endure the consequences if the organization decides to take action.

Most important, rule breaking is a white-knuckle sport. Those who care passionately about achieving the goal have a definite edge. What are you prepared to do? Go to top Top  Next issue: Assumptions and the Johari Window: II  Next Issue

303 Secrets of Workplace PoliticsIs 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

Your comments are welcome

Would you like to see your comments posted here? rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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 Workplace Politics:

Representative Sam Graves, Republican of MissouriOn the Appearance of Impropriety
Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean, what are the consequences of such avoiding, and when is it an appropriate choice?
A group of Emperor PenguinsWhat Do You Need?
When working issues jointly with others, especially with one other, we sometimes hear, "What do you need to make this work?" Your answers can doom your effort — or make it a smashing success.
Muhammad Ali in 1967Rope-A-Dope in Organizational Politics
Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying it to workplace politics at the organizational scale.
A pitcher plantBehavioral Indicators of Political Risk
Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators of possible trouble are the behaviors of the people around you.
Two men whispering at a village festivalJudging Others
Being "judgmental" is a stance most people recognize as transgressing beyond widely accepted social norms. But what's the harm in judging others? And why do so many people do it so often?

See also Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Mother feeding a child breakfastComing August 6: Leaving High-Touch Jobs: Why
High-touch jobs are those that require that we work closely with colleagues, teammates, clients, or suppliers. Because leaving such positions affects the people we leave behind, we would all be better off if we took steps to mitigate those effects. Here are some suggestions. Available here and by RSS on August 6.
A band of mostly saxophonesAnd on August 13: Leaving High-Touch Jobs: How
High-touch jobs require that we work closely with colleagues, teammates, clients, or suppliers. Because choosing to leave such a job affects all these people, and the person departing, we would do well find a path that respects all involved. Here are some suggestions. Available here and by RSS on August 13.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post 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!
Join the Organizational Politics Group at LinkedIn.comJoin the Office Politics, Workplace Politics and Organizational Politics discussion group at LinkedIn.com, the premier professional networking Web site.
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.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
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.