Sometimes, when people seek advice, they actually want something else. It can be almost anything — someone to listen, someone to show concern, someone to test the seeker's ideas. And sometimes, there is peril for the adviser, because instead of an adviser, the seeker wants someone to take responsibility for the seeker's own decision.
Here's a typical scenario. Let's call the seeker Sam and the supposed "adviser" Amy. Sam describes the situation, and Amy takes in what Sam says. But as with all communications, what Sam says isn't necessarily accurate or complete. It might be abbreviated, or it might be slanted (intentionally or not), or it might be very seriously distorted. And what Amy receives and how she interprets it might not match exactly what Sam sent. Next, Amy conjures up some advice that might or might not fit the situation. And Sam receives it, interpreting it imperfectly.
The chances of this process working well are good, if both Sam and Amy are open and honest with each other and themselves, and if they both devote the needed time and energy.
In most cases, sadly, the necessary honesty, openness, and devotion are not supplied. Most advice, especially that given en route to somewhere or in the midst of other things, isn't likely to work. And when it doesn't work, the advice-seeker sometimes charges the advice-giver with having given bad advice.
When the seeker isn't able or willing to devote time, energy, and honesty to the advice process, what can you do? Declining directly to give advice, or deferring with I-can't-right-now-but-call-me-later, can lead to trouble in the relationship. Here are four possible alternatives.
- Be neutral
- When your knowledge of the situation is incomplete, taking any position at all can be difficult to justify. Give a response of the form on-the-one-hand-on-the-other-hand, taking no position.
- Encourage the seeker to self-solve
- Make the seeker's own responsibility clear. For instance: "It's hard to say, because I know I'm not in your shoes, but tell me what you would do if X happened?"
- Tell a story
- Tell a story When your knowledge of the
situation is incomplete, taking
any position at all can be
difficult to justifyabout your own experience, emphasizing that it's only about your own experience: "I have no idea if this will work for you, but here's what happened to me one time."
- Give a reference to a more likely expert
- When you have no special expertise about the issue, make that clear: "I'm not really a good one to ask about that, but have you talked to Michael?"
If the relationship can support it, directly declining to advise is probably best: "I wonder, is it possible that you're really looking for someone else to take responsibility for what is, after all, your decision?"
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More articles on Workplace Politics:
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- Dismissive Gestures: III
- Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge
or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and
they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.
- Responding to Threats: I
- Threats are one form of communication common to many organizational cultures, especially as pressure
mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- 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.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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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.