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 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.
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:
- Dealing with Org Chart Age Inversions
- What happens when you learn that your new boss is younger than you are? Or when the first two applicants
you interview for a position reporting to you are ten years older than you are? Do you have a noticeable
reaction to org chart age inversions?
- Devious Political Tactics: Divide and Conquer, Part I
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate
you to find another way.
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- Unwanted Hugs from Strangers
- Some of us have roles at work that expose us to unwanted hugs from people we don't know. After a while,
this experience can be far worse than merely annoying. How can we deal with unwanted hugs from strangers?
- Suppressing Dissent: I
- In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive
act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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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.