Obstructionism is the intentional, often covert, attempt to subvert, confuse, or delay the efforts of the group or team. It is toxic to collaboration, it is expensive to the organization, and it is fairly common. If you've worked in teams for five years or so, you've almost certainly experienced obstructionism. If you've worked for even one year, you've probably also experienced obstructionism, but you might not have recognized it.
Motives for obstruction are numerous. Perhaps the simplest motive is the desire of a political operator to delay or subvert a rival's effort. But some obstructors simply want to avoid the embarrassment and pressure of being in the critical path of a project; by obstructing progress elsewhere, they gain time to complete their own tasks before those tasks slide into the critical path.
Since motives can be far more complex than tactics, we begin the discussion of obstructionism with a look at tactics. Here's Part I of a little catalog of tactics in common use by people who seek to obstruct group efforts. See "Obstructionist Tactics: II," Point Lookout for July 30, 2008, for more.
- To stonewall is to refuse to provide information that others need to advance the organizational agenda. It is often done with finesse, for example, by delaying responses to requests, by providing disingenuously non-responsive responses, or by endlessly responding to requests with requests for elaboration of the initial request. More
- Roiling is a technique used in group debate, in which the roiler heats up the debate or keeps the debate heated, or keeps questions open, forestalling consensus and convergence. The roiler often tries to instigate toxic conflict between other group members.
- Obstructionism is toxic to
collaboration, expensive to
the organization, and
- This technique is most available to managers at levels higher than the team members. By applying the team's resources to efforts other than those to which those resources had already been committed, the manager effects an up-and-down pattern in the level of resources available to the targeted team. The repeated stand-up and stand-down costs depress the effective utilization rate of the resources in question, but they are charged to the targeted team's budget at full rate for the periods during which they are available. For extra effect, the re-allocating manager might decline to provide estimates of when the resources in question will be available, which limits the ability of the team's lead to plan activities.
- Dysfunctional creativity
- An obstructionist technique useful not only in debate, but also at the organizational scale, is creating a new idea or introducing innovations as a means of making decisions more complex. Increasing the complexity of the question at hand introduces delay. If the team members elect to ignore or bypass the offering, they risk being charged later with recklessness, especially if the approach they did select encounters difficulty. In any case, they're immediately vulnerable to charges of closed-mindedness or favoritism if they reject the offering.
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:
- What Insubordinate Non-Subordinates Want: I
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- Impasses in Group Decision-Making: IV
- Some impasses that develop in group decision-making relate to the substance of the discussion. Some
are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
- Just Make It Happen
- Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen."
We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated
by ambition or ignorance — or both.
- Cultural Indicators of Political Risk
- Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay
safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators
of political risk?
- Congruent Decision-Making: I
- Decision-makers who rely on incomplete or biased information are more likely to make faulty decisions.
Congruent decision-making can limit the incidence of bad decisions.
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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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.