We need not be placid victims of devious political operators at work. And we need not respond in kind. We can often disable their tactics before they harm anyone.
Here's another installment of devious political tactics, with suggestions for ethical, effective responses.
- The Dunning-Kruger defense
- The operator who's aware of the Dunning-Kruger Effect can deliver important and perfectly sound information in a halting, circumspect manner. By arousing in the recipient doubt about the validity of the information, the operator limits the likelihood of the recipient acting on it, while simultaneously providing evidence that the information was indeed delivered. If the recipient later charges that the operator failed to deliver the information, or conveyed a false impression, the operator can claim that the information was delivered with the care it deserved. Some operators actually transfer responsibility to the recipient by suggesting that the recipient learn about the Dunning-Kruger effect, to prevent future errors.
- Learn about the Dunning-Kruger effect. When you suspect this tactic, ask the operator directly, "What's your level of confidence in this information?"
- Improvised explosive devices
- In asymmetric warfare, improvised explosive devices (IEDs) are usually buried under roadways or hidden in street litter. Similarly, in politics, assets intended to harm targets must sometimes be concealed to be effective. For instance, the operator might conceal knowledge that a critical component supplier is about to enter bankruptcy. Or the operator might display or profess indifference toward a prize to convince the target that the prize is unimportant, and to conceal the operator's own plans to seize the prize. With IEDs, the goal is to induce targets to drop their guard, to give the operator a free hand for a time.
- When you notice that someone known for ruthlessness displays a puzzling indifference to an asset, search for IEDs.
- Exploiting the Zebra Effect
- The Zebra Effect arises When you notice that someone known
for ruthlessness displays a puzzling
indifference to an asset,
search for IEDswhen we have so many items to track that their sheer number reduces our ability to address them. Operators intent on demonstrating their target's incompetence can exploit the Zebra Effect by first deluging the target with irrelevant, distracting demands, and finally assigning something really important with a tight deadline. The target, overwhelmed, might not notice the important task, but even if that task is noticed, the target's attention is already saturated. The substandard performance that follows is a result of the operator's actions, rather than the target's, but the operator can usually contend that the target is incompetent.
- When you receive assignments, the first step is determining their priority. If you have any doubt about priority, ask the operator directly for guidance.
When someone else is targeted unjustly, beware. If the target is your boss, prepare to move on. If the target is your subordinate, intervene. If the target is a peer, and you can't intervene, prepare — you might be next. 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
For more devious political tactics search for devious political tactics.
For more about the Dunning-Kruger Effect, see "The Paradox of Confidence," Point Lookout for January 7, 2009; "How to Reject Expert Opinion: II," Point Lookout for January 4, 2012; "Overconfidence at Work," Point Lookout for April 15, 2015; "Wishful Thinking and Perception: II," Point Lookout for November 4, 2015; "Wishful Significance: II," Point Lookout for December 23, 2015; "Cognitive Biases and Influence: I," Point Lookout for July 6, 2016; and "The Paradox of Carefully Chosen Words," Point Lookout for November 16, 2016.
Your comments are welcomeWould you like to see your comments posted here? rbrenTnXvgWCSVOjxqrqwner@ChacluSkCLskqLQabvpCoCanyon.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.
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:
- Top Ten Signs of a Blaming Culture
- The quality of an organization's culture is the key to high performance. An organization with a blaming
culture can't perform at a high level, because its people can't take reasonable risks. How can you tell
whether you work in a blaming culture?
- Devious Political Tactics: Divide and Conquer, Part II
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of
- Some Hazards of Skip-Level Interviews: III
- Skip-level interviews — dialogs between a subordinate and the subordinate's supervisor's supervisor
— can be hazardous. Here's Part III of a little catalog of the hazards, emphasizing subordinate-initiated
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
- On Reporting Workplace Malpractice
- Reporting workplace malpractice can be the right thing to do. And it's often career-dangerous. Here
are some risks to ponder before reporting what you know.
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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenCgbSkCBfGzldjHlPner@ChacQGivwnPnXUQMYCakoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.