Favors, Payback, and Thoughtlessness

When someone at work asks for a favor, you might grant it on the grounds of friendship, teamwork, or affection. But at times, we receive collegial or businesslike requests for favors from people who are neither friend nor foe. Let's assume that there are no ethical questions involved; that it would be perfectly proper to say either yes or no.

To decide what to do, consider both your choices and the seeker's. What are your choices?

Grant the favor

If the effort involved is minimal, and if the negative consequences to you are minimal, granting the favor is a good choice. Otherwise, think about another option.

Deny the favor

People sometimes get unhappy when we say no, and sometimes they act out of anger or disappointment. Denying a favor can have negative consequences, but if you're sure nothing too terrible will happen, denying the favor is a possibility.

Defer the favor

You might suggest that it isn't convenient or possible right now, and suggest that the seeker contact you at a future date. At that time, you can start all over again.

Make a counteroffer

If granting, denying, and deferring aren't appealing options, perhaps you can offer something else instead. Figuring out what to offer is easier with help and advice. You can ask the seeker directly, or consult someone you trust.

And what are the seeker's choices? In part, your decision depends on an assessment of the seeker's response. We can classify the responses of seekers in four patterns.

Appreciative

If you grant the favor, the appreciative seeker expresses appreciation and returns the favor immediately, or at least, someday soon.

If you don't expect an appreciative response, and you aren't indebted yourself, exerting significant effort might be unwise.

The appreciative favor-seeker expresses
appreciation and returns the favor
immediately, or at least, someday soon

Vengeful

If you don't grant the favor, the vengeful seeker might extract a price from you, or threaten to do so.

If you expect a vengeful response to a denial, deferment, or counteroffer, it's wise to search for a low-effort way to satisfy the seeker, especially if the seeker is more powerful than you are.

Thoughtless

The thoughtless seeker accepts what you offer with little expression of appreciation.

Granting big favors to the unappreciative gets tiresome quickly. Find a low-effort way to satisfy the thoughtless, or consider denial, deferment, or a counteroffer.

Passive

The passive seeker doesn't mind much when you deny the favor.

It's tempting to simply deny the requests of the passives, but take care. Passivity can arise from powerlessness. When it does, and when it's coupled with a long memory, vengeful payback at a later date is always possible.

This framework is completely unnecessary when the seeker is a friend or ally or someone you know and like. In that circumstance, it's best to do what feels right. And sometimes, it is an ally of the seeker who is really asking the favor. In that case, applying this framework to the seeker's ally can yield a different result.  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

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 Personal, Team, and Organizational Effectiveness:

Corrales Mentales

Perhaps you've achieved every goal you've ever set yourself, but if you're like most of us, some important goals have remained elusive. Maybe you had bad luck, or you weren't in the right place at the right time. But it's just possible that you got in your own way. Getting out of your own way can help make things happen.

The Mind Reading Trap

When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else, that's a recipe for trouble.

Trips to Abilene

When a group decides to take an action that nobody agrees with, but which no one is willing to question, we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.

Working Lunches

To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good idea, but there are some hidden costs.

Ten Reasons Why You Don't Always Get What You Measure: II

Although many believe that "You get what you measure," metrics-based management systems sometimes produce disappointing results. In this Part II, we look at the effects of employee behavior.

See also Personal, Team, and Organizational Effectiveness and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming 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.

And on July 3: Appearance Antipatterns: II

When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.

Coaching services

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.

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.