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.
Watch closely the politically sophisticated people in your work life. Be alert to their use of situational momentum. A collection of their tactics can be a handy resource. Top Next Issue
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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.
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More articles on Workplace Politics:
- Devious Political Tactics: The False Opportunity
- Workplace politics can make any environment dangerous, both to your career and to your health. This
excerpt from my little catalog of devious political tactics describes the false opportunity, which appears
to be a chance to perform, to contribute, or to make a real difference. It's often something else.
- Dealing with Org Chart Age Inversions
- What happens when you learn that your new boss is younger than you are? Or when the first two applicants
you interview for a position reporting to you are ten years older than you are? Do you have a noticeable
reaction to org chart age inversions?
- Exasperation Generators: Irrelevant Detail
- When people relate stories at work, what seems important to one person can feel irrelevant to someone
else. Being subjected to one irrelevant detail after another can be as exasperating as being told repeatedly
to get to the point. How can we find a balance?
- The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine
which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's
ability to collaborate.
- Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced
and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation
is underway. When asked, those conducting these interrogations often deny they're doing it. What's the
nature of implicit interrogations?
See also Workplace Politics and Conflict Management for more related articles.
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- And on June 21: Asking Burning Questions
- When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.
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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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group