Opportunities to take action are more common than we realize, because we overlook so many of them. Among the opportunities most overlooked are the opportunities to exploit resources provided by the situation itself. I call these resources situational momentum. Here are three examples of choices that exploit situational momentum.
- Dealing with an unfavorable risk/reward ratio
- Everyone was quiet. Just as Ellen expected, James was suggesting indirectly that she be the one to deliver the bad news to the department. He didn't use her name, and he didn't even look her way, but obviously, he expected her to volunteer. She didn't want to. She would have become the ogre, and it was James's responsibility anyway.
- Instead of volunteering immediately, she waited, and to her great relief, Michael volunteered to deliver the news. Ellen's waiting exploited two resources provided by the situation: the passage of time, and the urges of others in the meeting.
- If the mission is unrewarding or risky, leaving space and time for another to take up that mission might relieve you of unwanted and undue responsibility.
- Waiting when waiting does no harm
- Warren was overloaded. As his deadline approached, Ilsa, his project manager, worried that Warren would be late with his deliverable. She considered approaching Warren's supervisor, to express her concerns.
- But there was slack in the schedule, so she decided to wait and see. Sure enough, Warren was late. When Ilsa did meet with Warren's supervisor, instead of expressing worry over what might happen, Ilsa could put forward hard evidence of Warren's overloading. Ilsa had waited for the situation to produce actual evidence.
- When you can wait, events can sometimes erase worries, or convert worries into evidence, saving you from needless anxiety.
- Avoiding a public tiff
- The meeting If the mission is unrewarding
or risky, leaving space and
time for another to take up
that mission might relieve you
of the responsibilitywas running late, but Marcus didn't care. He began relating something he'd heard from Tamra in Marketing: users found David's documentation confusing and inadequate. Marcus droned on, hinting indirectly that for the next release, David should be replaced.
- David silently steamed. For that last release, Marcus had argued that David should shift his attention to something Marcus thought more important than the documentation he was complaining about now. But David kept still, and when Marcus finished, David said, "Hmm, next time you see Tamra, ask her to drop me a note. I'd like to hear more."
- Instead of engaging with Marcus in a public tiff, David gave Marcus an action item — one he was compelled to accept because of his professed concern about quality. Eventually, Marcus might learn to convey these kinds of concerns to David privately before bringing them to public attention.
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
The concept of using situational momentum is closely related to the approach based on Aiki, and explained in many sources, including The Magic of Conflict, by Thomas Crum (Order from Amazon.com). Using situational momentum is similar to what Crum calls cocreation.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Workplace Politics:
- The High Cost of Low Trust: I
- We usually think of Trust as one of those soft qualities that we would all like our organizational cultures
to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate
what distrust really costs. Here are some of the ways we pay for low trust.
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes
people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's
a short catalog of some of its uses.
- 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.
- Some Hazards of Skip-Level Interviews: III
- Skip-level interviews — dialogs between a subordinate and the subordinate's supervisor's supervisor
— can be hazardous. Here's Part III of a little catalog of the hazards, emphasizing subordinate-initiated
- Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from
embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can
chairs do about stone-throwers?
Forthcoming issues of Point Lookout
- Coming August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
- And on September 4: How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message. Available here and by RSS on September 4.
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, )
- 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, )
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
- The Race to the South Pole: Lessons in Leadership
- 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. Here's a date for this program:
- 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.
- 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.