What Insubordinate Nonsubordinates Want: II

Last time we began exploring why people who don't report to you sometimes decline to cooperate in efforts for which you're legitimately responsible. Our goal is control of our emotions by finding alternative interpretations of uncooperative behavior — alternatives to "He hates me," or other simplistic conjectures. We began with the personal motivations of obstructers.

Let's now examine organizational concerns that might lead to uncooperative behavior. As I did last time, I use C as the name of the person who's championing the effort, and S for the person who's subverting it.

Objecting to the goal

Sometimes the subversion is actually objection to the overall goal. To someone who has been frustrated in modifying that goal, or eliminating it from the organizational agenda, being required to contribute to its achievement can be very bitter indeed. Simple noncompliance becomes a tempting tactic.

If S had previously expressed doubts about the goal, or had issued grave warnings against attempting it, failure might elevate S's status. In such cases, subversive activity isn't so much an attempt to target C as it is an effort to elevate S.

Attachment to what has been

If C's task is related to an organizational change effort, S's noncooperation might actually be something often called resistance, which I prefer to call active persistence. See "Is It Really Resistance?," Point Lookout for January 24, 2001, for more.

It's useful to identify these attachments, because others might be similarly affected. The behavior suggests that the change effort itself is the source of the problem, rather than S.

Delaying tactics

Sometimes the goal of noncooperation is simple delay. Delay might prevent exposure of other problems, or it might conceal delays in seemingly unrelated efforts.

What appears to be sabotage or intentional subversion might actually be a less malevolent attempt to prevent on-time or early completion. Consider not only who might benefit from failure, but also who might benefit from delay.

Favors and deals

S's behavior might What appears to be sabotage
or intentional subversion
might actually be a less
malevolent attempt to prevent
on-time or early completionbe less important to S than it is to someone else. That is, S might be acting on behalf of one or more others, as part of a deal or as a favor. This is rare behavior in most organizations, because it requires a relatively toxic political atmosphere where people believe that such behavior is permissible.

Deals have prices attached to them. If you can outbid the person with whom S has struck a deal, you might gain S's cooperation for a time. Remember, though, that political prices come in both positive and negative forms — as incentives and disincentives, and as rewards and punishments. If S's political partner has a bigger budget for deals — that is, if S has more clout than you have — you probably can't compete in the auction.

Next time we'll examine the role of supervisors in noncompliance situations.   First issue in this series    Next issue in this series   Top    Next Issue

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Forthcoming issues of Point Lookout

Coming July 23: Microdelegation

Microdelegation is a style of delegation in which the delegator unintentionally communicates the task to the subordinate in such detail and so repetitively that the subordinate is offended. As a result of this delegation style, many subordinates feel distrusted or suspected of fraud or goldbricking. Available here and by RSS on July 23.

And on July 30: What the Dunning-Kruger Effect Actually Is

Although the Dunning-Kruger Effect is widely recognized, people describe it — and understand it — in many different ways. Some of these expressions are misleading. Proceed with caution. Available here and by RSS on July 30.

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