Until the 1980s, deep miners used canaries to detect carbon monoxide and methane. Canaries are sensitive to these gases, especially colorless and odorless carbon monoxide, which is toxic. Because male canaries sing almost incessantly, and because they tend to woozily fall off their perches before the gas concentration becomes toxic to humans, canaries provided both visible and audible warnings of danger. It was a valuable service, for which the canaries often paid with their lives.
In the modern workplace, the canary in the coalmine is the person who first registers notice of an uncomfortable issue, such as bullying, ethical transgressions, unreasonably aggressive goals, or other abusive or risky practices.
We're all sensitive to these things to varying degrees. Fortunately, someone else usually notices the abuses and risks we don't notice ourselves. We return the favor by noticing abuses and risks that others don't.
Still, a difficulty arises when we've noticed something, and no one else has yet registered his or her notice: what to do? Here are some guidelines for being the canary.
- The canaries often died
- It's risky to be the first to register notice of abuses or risks. Even though the group might benefit from your action, it might still extract a price. The price is likely to be higher in more toxic political environments, and the price escalates with the degree of embarrassment to those with political power. But even if the political price is low, the price can be personal if your action brings harm to someone close to you.
- Consider carefully In the modern workplace,
the canary in the coalmine
is the person who first
registers notice of
abusive or risky
practiceswhether you're willing and able to pay the price.
- What you think you know might be wrong or incomplete
- Since the price of surfacing what you think you know can be high, be certain that what you know is correct and complete enough to justify the risks you might have to bear. Validation can be tricky, because even asking questions can carry risks.
- But ambiguity can also supply protection. If a benign interpretation is possible, and you elect not to surface what you know, you might be able to say, justifiably, that you thought all was well.
- Withholding also carries risks
- If you're aware of abuses or risks, and if you elect not to surface that knowledge, someone else might do so, or the situation might become self-evident. When the knowledge comes into the open, a natural question arises: who else knew about this, and why didn't they say something? Sometimes failing to surface the knowledge can be seen as disloyal, negligent, unethical, or even criminal.
- In some cases, you can be in jeopardy both for surfacing what you know, and for failing to do so.
Deciding whether to surface what you know can be difficult. I've usually found the moral price of silence to be higher than the price of being a canary. The choice is yours. Top Next Issue
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
Your comments are welcomeWould you like to see your comments posted here? rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
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:
- Devious Political Tactics: The Three-Legged Race
- The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some
of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged
- Approval Ploys
- If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval
seekers use to enhance their success rates. Here are some tactics approval seekers use.
- In workplace politics, some people always seem to be seeking information about others, but they give
very little in return. They're pumpers. What can you do to deal with pumpers?
- Cultural Indicators of Political Risk
- Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay
safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators
of political risk?
- Congruent Decision Making: I
- Decision makers who rely on incomplete or biased information are more likely to make faulty decisions.
Congruent decision making can limit the incidence of bad decisions.
See also Workplace Politics and Workplace Bullying for more related articles.
Forthcoming issues of Point Lookout
- Coming June 7: Toxic Disrupters: Tactics
- Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
- And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info
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