Stalking the Elephant in the Room: II

Because we cannot fix what we cannot talk about, the "elephant in the room" can remain at large indefinitely, causing organizational difficulty, creating stress, raising costs and even creating catastrophes. Often, the elephant becomes discussible only after the damage becomes so obvious as to become undeniable.

Here's Part II of a set of indicators that a group or organization may be harboring elephants. This part emphasizes organizational attributes and policies. See "Stalking the Elephant in the Room: I," Point Lookout for June 9, 2010, for some indicators related to personal behavior.

Messengers have been "killed"

Some of those with power have occasionally "killed the messenger" as retribution for delivering bad news. This practice encourages others to withhold bad news, or to misrepresent situations as benign when they are not, which provides cover for elephants. To provide cover for elephants, metaphorically killing messengers isn't necessary; metaphorically wounding one now and then is almost as effective.

High prices for asking for what you need

When resources are inadequate, those who ask for what they actually need to carry out their responsibilities pay a high price. Their integrity is questioned, they might be relieved of their responsibilities, or they might find future assignments unappealing or degrading. This practice deters others from asking for what they need, and encourages people to believe the unbelievable.

You've definitely found one elephant

Elephants like to travel in small herds. An organization capable of tiptoeing around one elephant can probably find the means to tiptoe around several.

Love-hate relationships

In the Love form, We cannot fix what
we cannot talk aboutwhenever A speaks, B supports A, even if A is withdrawing a statement previously supported by B. In the Hate form, B opposes A, no matter what. No one ever comments about this pattern.

Unresolved feuds

A feud is a Hate relationship involving more than two individuals. Several different factions might be involved in a long-running feud.

Abrupt, mysterious turnover

Someone recently quit or was "terminated." The departed provides no satisfactory reason for leaving, and we sometimes don't even know whether the departure was voluntary.

The existence of organizational black holes

When organizational problems are reported through appropriate channels to the appropriate people in appropriate ways, there's no evidence of investigation or corrective action of any kind. The report simply disappears as if into a black hole.

Deft use of "spin"

When the leaders of an organization deftly use "spin" to mitigate the organizational impact of bad news, either internally or externally, they model that pattern for everyone else. People learn to see what is not there, and to not see what is there. These skills are essential to organizations that harbor elephants.

The items in both parts of this catalog are merely indicators of the possibility of elephants roaming about. Noticing them once in a while isn't proof of elephants, but the more frequently the indicators do occur, the stronger the possibility of elephants.   First issue in this series   Top    Next Issue

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Forthcoming issues of Point Lookout

Coming September 3: Contributions in Team Meetings: Advocating

An agenda in the form of an ordered list of topics might not provide an appropriate framework for a given meeting. For example, if A depends on B, and B depends on A, we must find a way to discuss A and B together in some orderly fashion. Here are some alternatives to linear, ordered agendas. Available here and by RSS on September 3.

And on September 10: Contributions in Team Meetings: Scoping

Some meetings focus on solving specific problems. We call them "working sessions." More often, we delegate problem solving to task teams, while meetings wrestle with the difficult task of identifying or "scoping" problems rather than solving them. Scoping discussions can be perilous. Available here and by RSS on September 10.

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