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.
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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?
- 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.
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- Ego Depletion: An Introduction
- Ego depletion is a recently discovered phenomenon that limits our ability to regulate our own behavior.
It explains such seemingly unrelated phenomena as marketing campaign effectiveness, toxic conflict contagion,
and difficulty losing weight.
- Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their
own interests and welfare ahead of anyone or anything else. In this part of the series we consider how
this claimed specialness affects the organization and its people.
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- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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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.