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:
- Devious Political Tactics: Divide and Conquer, Part I
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate
you to find another way.
- How to Get Promoted in Place
- Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that
talk about promotions, getting promoted, or asking for promotions. What you do to get a promotion depends
on what you're aiming for.
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- What Insubordinate Non-Subordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
Forthcoming issues of Point Lookout
- Coming August 22: 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. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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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.