Obstructionist Tactics: II

If you've ever run into roadblocks as you tried to get your work done, and if those roadblocks were due to delays and decisions by co-workers, you might have felt that some people were actually trying to block your efforts. Although intentional obstruction is probably rarer than it seems, the ability to recognize it when it does occur is nevertheless helpful.

Here's Part II of a little catalog of obstructionist tactics. See "Obstructionist Tactics: I," Point Lookout for July 23, 2008, for Part I.

Misrepresenting to regulators

If the output or processes of the team are subject to regulation, internal or external, the obstructor can convey misinformation to the regulators. The information conveyed might contain a germ of truth, but it's usually packaged in a manner that creates or stimulates the urge to investigate. The investigation is then a source of delay and distraction to the team.

Agitating stakeholders

Obstructors who have contact with external stakeholders, such as customers, might elect to motivate them by disclosing information the obstructors consider to be influential relative to their own aims. The external stakeholders then attempt to accelerate the action of the group in the stakeholders' preferred direction, which, by the design of the obstructor, interferes with the group's progress.

Mis-promoting

A technique available to managers involves promoting someone into a position for which he or she might or might not be qualified, so as to gain political advantage for the manager. When this is done, there is an agreement in advance between the obstructing manager and the person promoted. That agreement makes clear between them that the manager's agenda is primary, and that the person promoted will take actions to promote that agenda, deniably, in a manner always consistent with organizational policy. That agenda can include obstruction.

Career trashing

Most visible, inspiring objectives have champions — people who have successfully communicated the inspiring objective throughout the organization. To delay, or even halt, movement toward those objectives, obstructors sometimes attack the person of the champion. By trashing the career of the champion, obstructors deprive the target task of its voice, sometimes fatally weakening the organizational will to continue.

Disrupting

Any complex group effort entails making a series of decisions, and then building on the foundation they comprise. Obstructors can disrupt progress by raising questions about previously settled decisions. The parts of the foundation with greatest leverage are those that underlie large numbers of subsequent choices. These decisions are the favored targets of obstructors who use this tactic.

Misrepresenting the environment

Obstructors can disrupt
progress by raising questions
about previously
settled decisions

Both organizations and projects require accurate, effective situational awareness. They must understand the competitive environment, their suppliers, and their customers. By propagating misinformation about the competitive or intellectual environment, or by delaying the transfer of accurate information, obstructors can confuse, mislead, or stimulate debate about objectives, tasks, or persons (especially rivals). The resulting discussions are at least distracting, and could lead to delays and bad decisions.

Now that we've surveyed the tactics, we'll be taking a closer look at them — and how to respond to them — in future issues.   First issue in this series   Top    Next Issue

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Unwelcome events have two kinds of effects on decision-makers. One set of effects appears as we respond to events that have actually occurred. Another set manifests itself as we prepare for unwelcome events that haven't yet occurred, but which might occur. Making a wrong decision in either case can be costly. Available here and by RSS on July 16.

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