In Part I of our discussion of stonewalling tactics, we looked at ploys that involve misrepresentations. In this Part II, we explore tactics that rely on bureaucratic behavior.
- Appeal to authority
- The appeal to authority is a transfer of responsibility for the obstruction from the stonewaller to someone whose authority you dare not question. Usually, the invoked authority is a co-conspirator. Example: "Personally, I'd like to tell you, but I've been instructed to withhold that information until it can be released."
- The need to invoke authority is tantamount to an admission of weakness. Press your case. One possible response to the appeal to authority: "OK, thanks, I'll just ask her." Of course, if the authority is a co-conspirator, this is somewhat risky, because the stonewaller might just say, "OK, knock yourself out." An alternative: "OK, I'll see what I can find out elsewhere." Because the alternative is nonspecific, stonewallers sometimes take such responses more seriously.
- Continued study
- At the organizational scale, this tactic takes the form of chartering commissions, creating task forces, or adding the issue to the agenda of next month's committee meeting. At the personal scale, the response is of the form, "I don't know just now, but I'll research it and get back to you," or, "I don't decide that, but I'll look into it for you." It's a delay, rather than a denial.
- At the organizational scale, this tactic is available only to those who control resources. As such, it's an abuse of power, and only those who have greater organizational power can counter it. At the personal scale, it's an excuse so flimsy that it would be foolish to use it unless it's already backed up by more powerful means. Here, too, power is required for an effective response. If you expect that the stonewaller might employ this tactic, find a powerful ally first, and make the alliance clear along with your request.
- Major Major Major
- To defeat bureaucratic stonewalling
you have to assault the wall at
multiple points nearly simultaneously - This tactic is one of avoidance (named after the character in Joseph Heller's Catch-22) (Order from Amazon.com). The obstructor is unavailable to the obstructed, and rarely returns email or phone calls relevant to any inquiry.
- To contact the obstructor, you'll have to use extraordinary methods. Call at odd hours from varying telephones so as to defeat Caller ID. If you're co-located, drop by after hours or before hours. If you're willing to deny it or blame it on a glitch, write code to send email or text messages every three minutes for eight hours. Anything you can do to include humor might be helpful: send a carved pumpkin, gift-wrapped in a box, with your inquiry inside it.
Bureaucratic stonewallers are more difficult to detect, because their methods appear to be prudent and routine — similar to business as usual. But when they fit a pattern of obstruction, there's usually little doubt. First issue in this series Top Next Issue
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For more about obstructionist tactics generally, see "Obstructionist Tactics: I," Point Lookout for July 23, 2008.
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Related articles
More articles on Workplace Politics:
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are
simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly
why others do what they do. Here are some of the ways we get this wrong.
- High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases,
which I like to call "high falutin' goofy talk." We use these phrases with perhaps less thought
than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection
of phrases and images to avoid.
- Covert Obstruction in Teams: I
- Some organizational initiatives are funded and progressing, despite opposition. They continue to confront
attempts to deprive them of resources or to limit their progress. When team members covertly obstruct
progress, what techniques do they use?
- Downscoping Under Pressure: I
- When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time
and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the
sunk cost effect, and cognitive biases that distort estimates.
See also Workplace Politics and Workplace Politics for more related articles.
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- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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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