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
Your comments are welcomeWould you like to see your comments posted here? rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Reverse Micromanagement
- 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.
- Devious Political Tactics: More from the Field Manual
- Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless
use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
- Suppressing Dissent: I
- In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive
act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.
- Intentionally Misreporting Status: II
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good
news or soften the bad news. Reporting the real situation can be so difficult, in part, because of fear,
ambition, and self-delusion.
- Downscoping Under Pressure: I
- When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time
and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the
sunk cost effect, and cognitive biases that distort estimates.
Forthcoming issues of Point Lookout
- Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
- And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
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.