The mythology about best practices is that they universally improve every organization. The truth is more likely that organizations are so idiosyncratic that any practice born elsewhere probably needs tailoring before it can be imported. My old shoes are very comfortable for me, but they probably aren't for you.
Worst practices are different — they're almost universally disastrous. We know this because, sadly, nearly everyone tries them. Here's a short list of some worst practices.
- Provide only outdated equipment. Even better: make people share outdated equipment.
- For security, lock all portable computers to desks
- Never, ever train anybody
- Use training as a reward. Provide it only to those who need it least.
- To increase productivity, increase pressure
- Let acrimony persist until it's truly injurious
- Leave in place people who are clearly incapable of doing much of anything
- Assign blame
- Spend time defending yourself in case someone, someday decides to assign blame
- Take credit for work done by subordinates or colleagues
- Give credit to one person for what was a team effort, ignoring everyone else's contributions
- Kill the messenger: punish people who deliver bad news
- Kill the nonmessenger: after you get bad news, punish those who knew about it but didn't tell you because you have a reputation for killing the messenger
- Force consensus by shaming or punishing those few souls foolish enough to disagree with the "correct" position
- Force consensus without allowing time for sufficient discussion
- Make decisions autocratically even when there's time for consensus
- Have favorite subordinates who can do no wrong
- The worst thing about
worst practices isn't their
consequences; it's that we
keep using them despite
their consequencesHave troubled subordinates who can do no right, even when they do right
- As team owner, publicly castigate team members
- Publicly overrule a subordinate manager, citing information obtained from one of his or her subordinates
- "Sit in" on a subordinate's meeting unannounced
- Make the problem excessively complicated by raising herds of ancillary minor issues
- Angrily say things that hurt people, damaging the group's ability to collaborate
- Add new people to the team. Even better: do it in a way that raises questions about the abilities of incumbents
- "Temporarily" transfer some team member(s) to another effort
- Conduct "emergency" project reviews regularly
- Increase the budget without warning
- Decrease the budget
- Circulate rumors that maybe we'll be cutting the budget
- Tighten project scope to maintain schedule
- Use (faked) schedule urgency as a way of managing spending
- Remove or relax some requirements
- After work is well underway, add new requirements or tighten existing requirements
- Reassign some work from one team member to another
- Assign the same work to two people (or teams) without their knowing it
- Assign to one person work already completed by another
- Assign work to two people, together, without designating either one as lead
Count how many of these you've seen. Even scarier: count how many you've done. Top Next Issue
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More articles on Workplace Politics:
- About Workplace Hugs
- In the past twenty years in the United States, we've changed from a relatively hug-free workplace culture
to one that, in some quarters, seems to be experiencing a hugging tsunami. Knowing how to deal with
hugging is now a valuable skill.
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes
people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's
a short catalog of some of its uses.
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- On Reporting Workplace Malpractice
- Reporting workplace malpractice can be the right thing to do. And it's often career-dangerous. Here
are some risks to ponder before reporting what you know.
- Three Levels of Deception at Work
- Deception in workplace politics is probably less common than many believe. Still, being ensnared in
a deception can be a costly and upsetting experience. A valuable skill is recognizing the three types
of deceptions: strategic, operational, and tactical.
See also Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming June 7: Toxic Disrupters: Tactics
- Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
- And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
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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