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.

President Richard Nixon resigns. The term stonewall was popularized in recent years in the U.S. after it was revealed that President Nixon had issued instructions to subordinates during the Watergate scandal and impeachment proceedings: "I want you to stonewall it, let them plead the Fifth Amendment." The term — and the tactic — have since become common in Presidential politics. Photo courtesy George Mason University Special Collections and Archives.
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.
- Stonewalling
- 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 nonresponsive responses, or by endlessly responding to requests with requests for elaboration of the initial request. More
- Roiling
- 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.
- Re-allocating
- Obstructionism is toxic to
collaboration, expensive to
the organization, and
fairly common - 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.
We'll continue our survey of obstructionist tactics next time. Next issue in this series
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Related articles
More articles on Workplace Politics:
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
self-defense.
Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
The End-to-End Cost of Meetings: II
- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources
are outside the meeting room. Here's Part II of our exploration of meeting costs.
Holding Back: I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget
problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?
I Don't Understand: I
- When someone makes a statement or offers an explanation that's unclear or ambiguous, there are risks
associated with asking for clarification. The risks can seem so terrifying that we decide not to ask.
What keeps us from seeking clarification?
See also Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
Coming June 25: Meandering Monologues in Meetings: Engagement
- In a meeting, a meandering monologue has taken over when someone speaks at length with no sign of coming to a clear point, and little of evident value. This behavior reduces engagement on the part of other attendees, thereby limiting the meeting's value to the organization. Available here and by RSS on June 25.
And on July 2: The True Costs of Contractors
- Among the more commonly cited reasons for hiring contractors instead of direct employees is cost savings. But are these savings real? Direct compensation, including perks and benefits, might favor the contractor arrangement, but indirect costs tell another story. Available here and by RSS on July 2.
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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