A project manager — call him George — once asked me about guiding a team in making tough decisions. Senior management had informed George that they had rejected his team's recommendation, opting instead for an idea the team felt was unworkable. George couldn't convince the managers of their error, and they'd told him to "Make it so."
Fearing the team would go ballistic if he told them the news, and not wanting to command them, George told the team the issue was still open, and asked them to rethink it, hoping to nudge the discussion in the "right" direction.
He asked me what I thought. (What do you think?)
Although George's plan might "work," it's ethically questionable, because it deprives the team of important information. Unless they come to the "right" answer, they're headed for trouble. He's also concealing the difference between their perspective and management's. If the team knew about that difference, they might pursue some other course, such as approaching one or more managers privately to have a candid conversation.
And if George's ploy is ever uncovered, his relationships with the team members could be irreparably harmed.
George infringed the team's "freedom to see and hear what is here" — one of Virginia Satir's Five Freedoms, introduced last time. In my view, that infringement makes his action unethical. Here are the last three of Satir's Five Freedoms, with applications to influencing others.
- The freedom to feel what one feels, instead of what one ought
- When we try to control another's feelings, we're probably over the line. Shaming others for feeling what they feel — or for feeling at all — is a common way to violate this freedom. Phrases such as "Don't get all in a tizzy about this," or "Relax and hear me out," are indicators (perhaps) of these attempts.
- Suppressing feelings doesn't eliminate them, but it does distort them, which limits our ability to use them constructively.
- The freedom to ask for what one wants, instead of always waiting for permission
- Constraining what Telling people, "Don't get
all in a tizzy about this,"
is one way to infringe
their freedom to feel
what they feelpeople can ask for is one way to infringe this freedom. People also try to constrain how others make requests, in what forum, to whom or how often. And we can find instances of retribution for having made requests.
- Groups that constrain this freedom deny themselves legitimate ways of learning about resource deficits and other organizational problems.
- The freedom to take risks in one's own behalf, instead of choosing to be only "secure" and not rocking the boat
- Killing the messenger is one way to deter people from taking risks in their own behalf, but we can also do it by imposing a heavy burden of strictly enforced policies. Because problem-solving organizations thrive best when they form partnerships with their people, limiting personal risk-taking harms both the individual and the organization.
Sometimes we infringe the freedoms of others unintentionally, outside our awareness. Moving slowly leaves time to think. Pause. Check out what you're doing. If you're in a gray area, look first for another path. First 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
See "Never, Ever, Kill the Messenger," Point Lookout for November 7, 2001, for more about killing the messenger.
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More articles on Workplace Politics:
- How to Avoid a Layoff: Your Situation
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for
positioning yourself in the organization to reduce the chances that you will be laid off.
- Rope-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.
- Telephonic Deceptions: I
- People have been deceiving each other at work since the invention of work. Nowadays, with telephones
ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually
exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work.
Proper or not, reporting violations can be simultaneously both risky and necessary.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.
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.