It's easy to understand how resources become available to projects that are pet projects of people who answer to no one. But most pet projects are nurtured by people who do have supervisors — if not a supervising manager, then at least a Board of Directors. How do these people secure resources for their pets? How can we detect this activity when people we supervise keep pets?
Most nurturers secure resources in one or more of seven basic ways. Here are three methods involving abuse of authority. For methods involving cleverness, see "How Pet Projects Get Resources: Cleverness," Point Lookout for February 9, 2011.
- Flagrant violation of policy
- It seems almost suicidal, but some nurturers simply violate organizational policy or the expectations of superiors. One wonders how they get away with it, but sometimes they do, at least for a time.
- Detecting this tactic requires monitoring resource use, but we sometimes forget that monitoring anything at all takes resources. If you establish a policy about resource use, ensure that there are enough resources to monitor compliance.
- Political coercion
- Nurturers sometimes use coercion to extract resources for their pets. For instance, they might exact retribution when a subordinate objects to the allocation of resources to the pet. Others observing the price paid by the objector then learn not to object. More insidiously, nurturers might coerce silence or cooperation from those responsible for monitoring compliance with organizational policy.
- This tactic becomes clear when it's repeated often enough for the observing supervisor to notice a pattern. It is therefore most effective in environments with significant turnover in supervisory positions, because no one is in place long enough to notice a pattern. The tactic is also effective in environments in which contractors comprise a significant fraction of subordinates, or when most work is carried out virtually, because contractors or people at remote sites are generally less aware of the goings-on.
- Abuse of power
- Nurturers might Political coercion is most effective
in environments with significant
turnover in supervisory positionsuse their legitimate authority to supply resources to their pets, claiming that the action is in the interest of the organization. Even if that is so, the decision might still be an abuse of power if the nurturer knows that another choice would likely have been even more helpful to the organization.
- Detecting this tactic requires a level of understanding of the nurturer's responsibilities sufficient to support independent evaluation of the nurturer's decisions. In relatively flat organizations, the supervisor of the nurturer might lack the knowledge required for such judgments, or lack time to make them even if he or she has the requisite knowledge. This tactic is therefore of greatest use in flat organizations, or when the nurturer's supervisor is relatively unfamiliar with the nurturer's area of specialization.
Allocating resources to pet projects might not entail abuse of authority. Other methods can be consistent with organizational policy, or at least, benign. They are the topic for next time. First in this series | Next in this series Top Next Issue
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More articles on Workplace Politics:
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- Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the
reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action
isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.
- False Consensus
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about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
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- Beyond Our Control
- When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed.
We could have done more. But is that really true? Aren't some things beyond our control?
- Failure Foreordained
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But they can also be used to develop documentation to support termination. How can subordinates tell
whether a PIP is a real opportunity to improve?
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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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.
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