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:
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information.
Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part
two of a catalog of some favorite tactics.
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've
developed a variety of alternatives, including a class I call "dismissive gestures." They
hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog
of dismissive gestures.
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you
to the risk of retribution. That's why the reporting decision must consider the need for safety.
- 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.
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.