You've been given a responsibility that you can discharge effectively only with sincere cooperation from some people who don't report to you. Perhaps it's an organizational function, or developing a procedure or policy, or supporting a decision process, or any of a number of cross-functional tasks.
Typically, people cooperate, but since almost everyone is overloaded, the degree of cooperation varies. Although some people do present problems, most people mean well — they just have too much to do.
And then there are the other people.
Some are determined not to cooperate. Since they probably don't want to communicate either, we're often unsure why they don't cooperate. Sometimes we interpret non-cooperation as personal. We assume that the issue is one between two people, and that we know exactly who the two people are.
If we understand the yearnings and goals of the person who chooses not to cooperate, we can respond more effectively. Here are some typical motivators or yearnings that can lead to non-cooperation, emphasizing individual factors. I'll use C as the name of the person who's championing the effort, and S for the person who's subverting it.
- When getting attention is S's goal, the question becomes, "Whose attention is being sought?" The true target might be someone higher in the organization than C is, or someone else whose aspirations will be indirectly subverted.
- Even though C might be the most directly affected, it's wise not to assume that C is the target of the subversion. If we understand the yearnings
and goals of the person who
chooses not to cooperate, we
can respond more effectivelyC might just be collateral damage.
- C might not consider revenge as S's motivator if C is unaware of the supposed past offense, or if the true target isn't C. And sometimes C just can't believe that S would engage in such petty behavior.
- When trying to understand S's motivation, revenge can seem so unsettling as an explanation that C rules it out. C might even feel guilty for thinking about it. But revenge can be very tempting to S, who can often gain revenge simply by doing nothing.
- Sometimes they're confused or misinformed
- Often we assume, with some justification, that people act with intention and with full and accurate understanding of the situation, but it's possible that what appears to be intentional, informed non-cooperation is not that. The behavior in question could be the result of confusion or misinformation. Perhaps S is truly swamped; perhaps S does indeed intend not to cooperate. But perhaps S is also merely confused; perhaps S has been misinformed. That is, if S truly understood the situation, S would cooperate eagerly.
- Confusion can have multiple dimensions. Consider investigating whether S is confused. Perhaps a private conversation will be enough to sort things out.
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
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More articles on Workplace Politics:
- Is It Blame or Is It Accountability?
- When we seek those accountable for a particular failure, we risk blaming them instead, because many
of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?
- Managing Pressure: Milestones and Deliveries
- Pressed repeatedly for "status" reports, you might guess that they don't want status —
they want progress. Things can get so nutty that responding to the status requests gets in the way of
doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics
and strategies for dealing with pressure.
- When the Answer Isn't the Point: I
- When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of
the respondent is what matters. Here are some techniques questioners use when the answer to the question
wasn't the point of asking.
- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical,
even evil, but not backstabbing. What is backstabbing?
- Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes
they blame you if they get into trouble after misusing your results. Here are three tips for dealing
with credit appropriation.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- 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.