The elephant in the room is the unstated, unaddressed issue that everyone tiptoes around. A healthy team or group doesn't let elephants wander around for long, because even a baby elephant takes up too much space, and consumes too much of the team's resources. And like real elephants, the older they get, the more expensive is their upkeep.
If we suspect the presence of elephants, we want to hunt them down, and either terminate them or shoo them away, but we must track them first. Here's Part I of a collection of indicators that elephants might be lurking about. This part emphasizes personal interactions and behavior.
- You're beyond careful — you're guarded
- You take care with what you say and how you say it, but sometimes the care required is so burdensome that entire subjects are off limits.
- Important topics are discussible with only a limited set of confidants
- You can discuss certain topics with trusted confidants, but with certain others, you can never discuss them — especially those with power.
- Keeping silent
- In meetings, real or virtual, you keep silent about some topics, or you see someone else keep silent about something you know they know about.
- You (or someone else) has asked a sympathetic leader for a private chat
- You or someone you know has confided in a sympathetic leader or manager about goings-on you can't discuss with the appropriate manager. The need to seek assistance elsewhere is evidence that something can't be discussed in the appropriate venue.
- You've been told directly to stop talking about something
- Your boss or a peer has advised you to stop raising a specific issue, "for your own good." Probably you aren't the first person to have received such advice. This advice can be a form of elephant-hiding thicket maintenance.
- Too-vigorous elephant denial
- You suspect the presence of an elepIf we suspect the presence of
elephants, we want to hunt
them down, but we must
track them firsthant, and you've tried to confirm your suspicion with peers. They vigorously denied the possibility — too vigorously.
- A, B, C, and possibly others, are in conversation. A speaks, and the eyes of B and C lock together, without a word spoken. B and C dare not speak openly, but they feel the need to communicate, by eye, "Are you thinking what I'm thinking?"
- Sudden skidding stops or swerves
- You're engaged in conversation with another or others, talking quietly together about one elephant or another, when someone passes by or enters the room. Suddenly, halting possibly in mid-word, the speaker makes a quick shift to an innocent topic, giving the passerby the impression that the conversation was about that new topic. Your partners in conversation give no visible sign of recognizing the non sequitur.
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
For a discussion of the connection between "the elephant in the room" and confirmation bias, see "Confirmation Bias: Workplace Consequences Part I," Point Lookout for November 23, 2011.
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More articles on Workplace Politics:
- Ten Tactics for Tough Times: II
- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation
for a while, and then if we still have time to act, we do what seems best. Here's Part II of a set of
approaches that can organize your thinking and shorten the obsessing.
- Stonewalling: II
- Stonewalling is a tactic of obstruction. Some less sophisticated tactics rely on misrepresentation to
gum up the works. Those that employ bureaucratic methods are more devious. What can you do about stonewalling?
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- Pariah Professions: II
- In some organizations entire professions are regarded as pariahs — outsiders. They're expected
to perform functions that the organization does need, but their relationships with others in the organization
are strained at best. When pariahdom is tolerated, organizational performance suffers.
- Grace Under Fire: II
- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the
other into losing control. If we have better tools for recognizing these tactics, we're better able
to maintain self-control. Here's Part II of such a toolkit.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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.
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- 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.