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:
- Practice Positive Politics
- Politics is a dirty word at work, as elsewhere. We think of it as purely destructive, often distorting
decisions and leading the organization in wrong directions. And sometimes, it does. Politics can be
constructive, though, and you can help to make it so.
- Are You a Fender?
- Taking political risks is part of the job, especially if you want the challenges and rewards that come
with increased responsibility. That's fair. But some people manage political risks by offloading them
onto subordinates. Be certain that the risk burden you carry is really your own — and that you
carry all of it yourself.
- 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.
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
- The Power and Hazards of Anecdotes: II
- Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded
of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.
Forthcoming issues of Point Lookout
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- In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities. Available here and by RSS on July 24.
- And on July 31: More Things I've Learned Along the Way: IV
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's Part IV from my personal collection. Available here and by RSS on July 31.
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- On 14 December 1911, four men led by Roald Amundsen reached
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race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
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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. Here's a date for this program:
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44017: November 7,
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- 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.
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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.