As a tactic of obstruction, stonewalling depends for its effectiveness on the superior power of the obstructor. But the obstructed can prevail by outwitting the stonewaller, or by acquiring superior power, or by feigning superior power. To deal with stonewallers, the tactics you use depend on the tactics you face.
Here are some stonewalling tactics based mostly on misrepresentation, with some suggestions for dealing with stonewallers. See "Stonewalling: II," Point Lookout for August 27, 2008, for tactics based on bureaucratic practices.
- Repetitive requests for clarification
- Clarification requests from stonewallers can include demands for specificity, definitions of terms, resolution of alleged ambiguity, and an astounding array of other delaying tactics. Example: "When you say, 'show stopper,' exactly what level of unresolved defect are you asking about: 4, 5, or both 4 and 5?"
- These requests are especially frustrating when they're delivered near the deadline you set for a response. Recognize that these clarification requests aren't real. Anticipate: ask questions early and with such extreme specificity that any extended response times or late clarification requests will be obvious delaying tactics.
- Minimalist responses
- Minimalist responses can be nearly content-free. Example: if you ask, "When do you think you can get me an answer?" the response can be, "As soon as we know." You were expecting a date or time, but the response describes a condition of availability.
- Phrase your question so as to proscribe content-free responses. Example: "Please tell me a date and time by which I'll have an answer." Worry not about sounding nit-picky; the stonewaller knows exactly what's happening, despite protestations or feigned hurts.
- Voluminous irrelevance
- "Stonewalling" is perhaps a
misnomer. In many cases, delay,
rather than blockage, is the
stonewaller's true goal.
- In a tactic almost opposite to the minimalist response, the stonewaller provides long-winded, detailed, irrelevant responses. The bulk can be so great that you might find difficulty extracting the information you sought, and, in any case, it can take a long time to discover that the answer you seek isn't there.
- Specificity is the key. Detail exactly what you're seeking, and include a suggestion that the requested information is all you want for the moment, "to save you <the stonewaller> time."
- Parental care
- This tactic is used by stonewallers to assuage frustration by explaining that the stonewaller's delay is in the best interests of the obstructed. Example: "If I told you now, I couldn't be sure it was right, and you'd be proceeding on false information." It is as if the obstructor is playing the role of parent, saying, "It's for your own good."
- Don't be taken in, even if the stonewaller seems amiable, kindly, and concerned. Always remember that your welfare is very far down on the obstructor's list of priorities, and that you haven't requested — and don't need — parental protection. Repeat your request more urgently: "I'll take that risk. Tell me what you know. Now, please."
Destructive as stonewallers can be, their tactics don't work well against stonewalling — it's hard to block the progress of someone who wants to stay put. Countering stonewallers requires creativity.
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For more about obstructionist tactics generally, see "Obstructionist Tactics: I," Point Lookout for July 23, 2008.
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More articles on Workplace Politics:
- Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization
to risks. Managing those risks is a first step to ending the bottlenecking pattern.
- Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can
also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve
our ability to prepare for adverse events?
- Critical Communications
- From time to time, we're responsible for sending critical communications — essential messages
that the intended recipients must have. It's a heavy responsibility that can bear some risk. A strategy
for managing those risks involves three messages.
- Stone-Throwers at Meetings: I
- One class of disruptions in meetings includes the tactics of stone-throwers — people who exploit
low-cost tactics to disrupt the meeting and distract all participants so as to obstruct progress. How
do they do it, and what can the meeting chair do?
Forthcoming issues of Point Lookout
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- 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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- 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:
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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.
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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.