Stonewalling: I

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.

Next time, we'll address those tactics that rely for their effectiveness on bureaucratic behavior.  Top    Next Issue

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

For more about obstructionist tactics generally, see "Obstructionist Tactics: I," Point Lookout for July 23, 2008.

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Devious Political Tactics: Divide and Conquer, Part I

While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate you to find another way.

More Stuff and Nonsense

Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.

How to Undermine Your Boss

Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for "How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this one's for you.

The Deck Chairs of the Titanic: Obvious Waste

Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.

On Advice and Responsibility

Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail risk. How can this happen, and what choices do we have?

See also Workplace Politics and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Coming June 19: I Don't Understand: II

Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification. How can we do that without seeming to be hostile, threatening, or disrespectful? Available here and by RSS on June 19.

And on June 26: Appearance Antipatterns: I

Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengTUAmvHBdPtPnXxzner@ChacPRajdYamyjbjfrasoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.