In the workplace, political attack differs from routine politics. Routine politics centers around issues: how we should allocate resources, or which strategies would be most effective. In routine politics, the issues themselves usually determine the places and times of political interactions. For instance, the political debates about budget allocations generally occur near the deadlines for budget decisions.
Political attacks, by contrast, are timed by the attackers to secure political advantage. For instance, attacks might occur one after the other, to saturate the target's ability to respond. Or, to exploit perceived weaknesses, attackers might engage targets who are already in trouble from other sources.
Because they have the initiative, attackers have time to prepare. They can design their attacks in relative freedom. Closely spaced attacks give the attacker further advantage, because the target's responses are tightly time-constrained.
But timing is just one of the advantages of attackers. Here are some of the choices attackers have that targets do not. See "The Advantages of Political Attack: I," Point Lookout for September 3, 2008, for some of the more general advantages of attackers.
- Sophisticated attackers choose times that work to their own advantage. For instance, the attacker might choose a time when the target is preoccupied with an important deadline, or when traveling or on vacation. Attacks on those who are ill are also possible, but they're rare, because they seem so ruthless.
- Since attacks are more likely when you're under pressure, get better at managing pressure. But you can influence even these events, if you let it be known that you'll be busy at a time when you actually won't. Another example: change your previously announced vacation dates suddenly.
- Political attackers have choices
that their targets do not. The
choices they make can
confer significant advantages.
- The venue is the attacker's choice: a meeting, an email message, a private conversation or a confidential memo outside the target's awareness — anything is possible.
- Awareness of an attack is the first step in formulating a response. Since you can't monitor all venues, rely on your network. And you needn't respond in the venue in which you're attacked. Choose a venue for your response that meets your needs; the venue of the attack was chosen for the attacker's advantage.
- Prepositioned assets
- Since the attacker has planned the attack and can anticipate a subsequent exchange, he or she can acquire relevant assets in advance. Assets include relationships, information, planted rumors, intelligence, analyses, projections, procedures, and much more. For instance, an attacker can study arcane policies, regulations, or technologies for use later during an exchange.
- Anticipate the directions from which attacks can come. Notice whether alliances are forming, whether you're being isolated, or whether the organizational conversation is turning to topics of which you are relatively ignorant. Do what you can to limit the effectiveness of these preparations, and make preparations of your own.
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
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More articles on Workplace Politics:
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Political Framing: Communications
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some communications tactics framers use.
- I've Got Your Number, Pal
- Recent research has uncovered a human tendency — possibly universal — to believe that we
know others better than others know them, and that we know ourselves better than others know themselves.
These beliefs, rarely acknowledged and often wrong, are at the root of many a toxic conflict of long standing.
- How to Undermine Your Subordinates
- People write to me occasionally that their bosses undermine them, but I know there are bosses who want
to do more undermining than they are already doing. So here are some tips for bosses aspiring to sink
- No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
Forthcoming issues of Point Lookout
- Coming December 18: The Trap of Beautiful Language
- As we assess the validity of others' statements, we risk making a characteristically human error — we confuse the beauty of their language with the reliability of its meaning. We're easily thrown off by alliteration, anaphora, epistrophe, and chiasmus. Available here and by RSS on December 18.
- And on December 25: Disjoint Awareness
- In collaborations, awareness of how our own work might interfere with the work of others is essential. Unless our awareness of others' work — and their awareness of ours — matches reality, the collaboration's objective is at risk. Available here and by RSS on December 25.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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- 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.
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.