Have you ever encountered a pumper at work? Someone who seems overly inquisitive about matters political, but never seems to offer any information of value in return? Your answers never satisfy, and questions come one after the other: "What did you think of how they let Grant go? Who's next? Heard anything about the reorg?" It never ends.
Most of us consider pumpers to be pests. Some of them are just that, and nothing more. But sometimes, the matter is more serious. Pumpers can be politically dangerous.
Some pumpers are engaged in the dark side of workplace politics, either enthusiastically, or with naiveté or ignorance, or out of fear or extortion. When one of these pumpers targets you, the problem isn't finding the best response — it's finding the least bad response.
If you sense that you're being pumped, you might consider asking about it directly, if you feel safe enough to ask. Usually, though, a pumper's intentions are clear, and openness isn't really an option. What then?
Sophisticated pumpers first prime the pump. They offer information, usually unbidden, to gain trust. The less sophisticated offer no prepayment. They're easier to identify, but still potentially dangerous.
Stonewalling isn't an option. Stonewalling a pumper who's acting on behalf of someone with organizational power over you marks you as a non-cooperator, or even part of the opposition. Offering something is better than offering nothing.
Cooperating enthusiastically is also unwise. If you provide useful information, you might be one of the only sources for it. If the pumper is concealing his or her client, which could indicate lack of trust, trusting the pumper is risky. If you're in, you want to be all the way in, and if you aren't trusted, you aren't in. That's why providing rare information could be risky, especially if the pumper's client considers what you provided to be harmful.
Most of us consider pumpers to
be little more than pests, but
pumpers can be politically dangerousA middle course is probably less risky. In utmost confidence, of course, offer information that many people have. That way it can't be traced to you as the sole or likely source. Ideally, you convey information that the pumper already has confirmed. Although it's of no value to the pumper, it establishes you as a reliable if naïve cooperator who believes that the information is valuable. True pumpers won't tell you that what you've told them is worthless, because they don't want to reveal that they already know it. They'll express gratitude, assuring you that your confidence will be respected. After a few incidents like this, the pumper will probably stop pumping you, because you will have demonstrated that you're fairly harmless, and not valuable as a resource.
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:
- How to Get a Promotion in Line
- If you want a promotion in line — a promotion to the next supervisory level in your organization
— what should you do now to make it come about? What risks are there?
- Obstructionist Tactics: II
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part
II of a little catalog of tactics.
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- Workplace Politics and Integrity
- Some see workplace politics and integrity as inherently opposed. One can participate in politics, or
one can have integrity — not both. This belief is a dangerous delusion.
Forthcoming issues of Point Lookout
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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.
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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.
- 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.