
A portion of the painting, "The Declaration of Independence," by John Trumbull. If ever there was an opportunity for too many cooks to spoil the broth, the crafting of the US Declaration of Independence was certainly one of them. In fact, a committee had been formed to write it, but after some attempts, eventually the job went to Thomas Jefferson, who had arranged to get it. Read Jefferson's own account of how he came to write the Declaration. View an interactive version of the painting to identify the people in it. The scene in the painting never actually happened, but it does appear on the back of the US two-dollar bill. In the painting, Jefferson is standing, the tallest man in the center in front of the table. John Adams, our leftmost of that group, is standing on Jefferson's foot. On the two-dollar bill, he isn't. The man behind Jefferson and to his right is Robert Livingston, who, as Jefferson's minister to France, negotiated the Louisiana Purchase. Painting photographed by Theodor Horydczak, ca. 1920-1950. Photo courtesy U.S. Library of Congress.
An aphorism is a concise statement widely believed to be valid, and often quoted. Aphorisms are a little more credible than adages, probably less widely quoted, and usually less clever. But the two are only subtly different, and one person's adage might well be another's aphorism.
Aphorism or adage, though, they're probably all wrong if you think carefully enough. Here are a few examples that cause mischief at work.
- There's an exception to every rule
- Let's assume this one is true. Then, since the statement itself is a rule, an exception must exist, and therefore there exists a rule that has no exceptions. Since that contradicts the original rule, the statement must be false.
- What goes around comes around
- The idea here is that there is absolute justice in the world — that if you do right (wrong), then right (wrong) will eventually come back to you. This is simply wishful thinking. The world is way more random than that, and bad guys often go unpunished. There is some justice, but it's imperfect.
- Too many cooks spoil the broth
- This one is the basis of a belief that beyond a certain maximum number of "decision makers," failure is inevitable. Even allowing that the maximum number might be task-dependent, this belief is often used to exclude the powerless from decisions. That's tragic, because in the real world, from science to banking to politics, people outside the dominant group are often the greatest innovators.
- Many hands make light work
- Maybe this is true when we're haying or cleaning dairy barns or picking apples, but it probably isn't true when we're writing software or designing a political campaign or performing brain surgery. Knowledge work is different.
- If it ain't broke, don't fix it
- Aphorism or adage — they're
probably all wrong if you
think carefully enough - The problem here is the definition of "broke." In the modern workplace, most products, processes, and policies do function well, and most also have defects. The acceptability of their performance is subjective. The question is whether the likely benefits of improvement are worth the risk.
- You can't teach an old dog new tricks
- We use this belief to justify exclusion or termination of older, more experienced employees — if we want to. But when we're looking for a high-value executive or key contributor, we insist on hiring only the most experienced people who have done something similar before. You can't have it both ways.
- Never trouble trouble 'til trouble troubles you
- This piece of advice is a cousin of "Ain't Broke," but it's more specific. It allows that some things are broken, but if they don't harm you directly, it's best to let them go. In this modern, tightly networked world, waiting for trouble to trouble you directly could be a losing strategy.
Perhaps a true aphorism exists, and I just haven't run into it yet. I never say never. Top
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For more about the painting, Declaration of Independence, see the article by David McCullough, "An Icon's Secret: How John Trumbull's revered depiction of July 4, 1776, mixes fiction and fact." In The Wall Street Journal, June 30, 2007; Page P1.
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Related articles
More articles on Workplace Politics:
How to Tell If You Work for a Nanomanager
- By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some
of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish
that they need a category of their own.
Lateral Micromanagement
- Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another.
Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power
and rank, and it is toxic to teams.
Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks,
an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration,
and view the assignment as an onerous chore. Here are some alternative perspectives that might ease
the burden.
Surviving Incompetence: II
- When your organization undertakes a misguided effort that will certainly fail, you have options. One
is to head for the exit. To search for a new position in such circumstances requires some care. Example:
an internal transfer might not really be an exit.
Fake Requests for Help
- When a colleague asks for assistance, we can feel validated, even flattered. But not all requests for
help are what they seem. The more devious amongst us can be endlessly creative in employing requests
for help to achieve devious ends.
See also Workplace Politics for more related articles.
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- An agenda in the form of an ordered list of topics might not provide an appropriate framework for a given meeting. For example, if A depends on B, and B depends on A, we must find a way to discuss A and B together in some orderly fashion. Here are some alternatives to linear, ordered agendas. Available here and by RSS on September 3.
And on September 10: Contributions in Team Meetings: Scoping
- Some meetings focus on solving specific problems. We call them "working sessions." More often, we delegate problem solving to task teams, while meetings wrestle with the difficult task of identifying or "scoping" problems rather than solving them. Scoping discussions can be perilous. Available here and by RSS on September 10.
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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