When people work together, they often have to act jointly, even though they would make differing choices if they acted independently. This tension between personal perspectives leads people to try to influence each other. In any given culture, some influence tactics are nearly-universally regarded as ethical, and some unethical, but we can debate about most of the rest.
The ethics of these choices are worth debating, because we all would prefer to be treated ethically ourselves. One possible framework for that debate is a set of ideas due to Virginia Satir [Note 1], which she called The Five Freedoms. We all have these freedoms:
- The freedom to see and hear what is here, instead of what should be, was or will be
- The freedom to say what one feels and thinks, instead of what one should
- The freedom to feel what one feels, instead of what one should
- The freedom to ask for what one wants, instead of always waiting for permission
- The freedom to take risks in one's own behalf, instead of choosing to be only "secure" and not rocking the boat
Here are the first two of these five freedoms, with applications to influence in organizations.
- The freedom to see and hear what is here…
- When we limit what people know, by withholding or by delaying dissemination of information, especially for our own benefit, we're probably over the line. Even when the motive is to make the information more palatable to its recipients, we're at risk.
- Example: Your spouse receives a great job offer, but it's a two-hour commute. So you try to find a nice place to live halfway between your two workplaces. Just after you buy a new place, you get laid off. The company knew all along that your department would be cut, but they didn't want to say anything until a "more appropriate" time.
- Some influence tactics are
nearly-universally regarded as ethical,
and some unethical, but we can
debate about most of the rest
- The freedom to say what one feels and thinks…
- When we limit what people can discuss, whether by policy, pronouncement, or tacit understanding, we're probably over the line. Sometimes these limits even apply to conversations among those who already possess the subject information. These constraints can harm not only the targets of the constraint, but also the organization itself.
- Example: The boss announces to the team that the deadline must be met, and that we aren't discussing deadline adjustment — just how to meet it. Some deadlines can't change, but this tactic is common even for deadlines that can change. Restricting the discussion for the convenience of some could keep the team from finding a solution that's even better than meeting the deadline. Limiting what people can say deprives us of access to their creativity.
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 the Five Freedoms and their relationship to a sense of organizational safety, see "What to Do About Organizational Procrastination."
Your comments are welcomeWould you like to see your comments posted here? rbrensDaBMTItJCwaKsgNner@ChacCrQTBGMzBwhIqYTXoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
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.
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.
More articles on Workplace Politics:
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are
simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
- Organizational Loss: Searching Behavior
- When organizations suffer painful losses, their responses can sometimes be destructive, further harming
the organization and its people. Here are some typical patterns of destructive responses to organizational
- In workplace politics, some people always seem to be seeking information about others, but they give
very little in return. They're pumpers. What can you do to deal with pumpers?
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- The Utility Pole Anti-Pattern: I
- Organizational processes can get so complicated that nobody actually knows how they work. If getting
something done takes too long, the organization can't lead its markets, or even catch up to the leaders.
Why does this happen?
Forthcoming issues of Point Lookout
- Coming October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
- And on October 19: Bullying by Proxy: I
- The form of workplace bullying perhaps most often observed involves a bully and a target. Other forms are less obvious. One of these, bullying by proxy, is especially difficult to control, because it so easily evades most anti-bullying policies. Available here and by RSS on October 19.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrensDaBMTItJCwaKsgNner@ChacCrQTBGMzBwhIqYTXoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
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.