A few years ago I broke a bone in my right foot: metatarsal #5. Never mind how. Metatarsals are the longish bones that connect the ankle-and-heel assembly to the toes. Metatarsal #5 connects your pinky toe to your ankle. Not a bad break, but enough to require one of those walking boot casts and a cane for about six weeks.
Let me tell you, the foot is a very undervalued body part. Functioning without full use of a foot presents all kinds of challenges you wouldn't normally think about. As a cure for not paying attention to something important, few things are as instructive as losing use of a foot, even for only six weeks. I now totally respect both feet. They're experts at what they do, and they're good at it.
Organizations also have parts — we call them subsidiaries, divisions, departments, groups, and teams, and probably there are many more names. The people of most organizations value the parts of those organizations differently. Some parts are prized and held in high regard; some are less prized and are held in lesser regard. Some are rarely thought of at all, which can happen even when they are essential to high organizational performance.
Just like my foot and me, we realize how important the less-valued parts of the organization are only when they somehow become unavailable. See if you can estimate how long you would be able to do what you do at work after the phone system stops working, or after they stop emptying the dumpsters.
When we evaluate someone's importance or the importance of their contributions, most of us allow ourselves to be biased by the level of regard we have for the part of the organization to which they belong. If we have a low regard for janitorial services, some of us tend to have a lower regard than we otherwise would for the people who provide those services. If we have a low regard for product testing, some of us tend to have a lower regard than we otherwise would for those who do the testing.
It works the other way, too. For example, if we have a high regard for strategic planning, we tend to have a high regard for the people who do strategic planning, When we evaluate someone's importance
most of us allow ourselves to be biasedwhether or not the plans they develop are any good. If we have a high regard for a consulting firm, we tend to have a higher regard than we otherwise would for the people who work for that firm, no matter what they are advising us to do.
That we can confuse how we value people with how we value the organizations with which they are affiliated is an example of a larger difficulty. Dozens of other factors can also confuse us. How many confusion factors can you identify for yourself? Top Next Issue
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:
- Ten Tactics for Tough Times: I
- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation
for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of
approaches that can organize your thinking and shorten the obsessing.
- 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.
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
- Influence and Belief Perseverance
- Belief perseverance is the pattern that causes us to cling more tightly to our beliefs when contradictory
information arrives. Those who understand belief perseverance can use it to manipulate others.
- Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from
embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can
chairs do about stone-throwers?
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 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.