Managing Non-Content Risks: II

When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.

In Part I of this exploration of risks not directly related to task content, we focused on those risks that are associated with perceptions. Here are three additional risk classes that relate more closely to organizational politics.

Errors internal, organizational, and contextual

Internal errors are those that happen within the task, including, for example, premature disclosure of information, misstatements, and faulty estimates. External errors are those that happen within the hosting organization, such as server crashes, or terminations of key personnel. Contextual errors involve elements outside the hosting organization, such as vehicle collisions, fires, floods, or war.

Relying on organizational processes for protection from all errors is risky. Understand the limits of the protections the organization provides. To the extent possible, provide your own coverage for remaining gaps.

Resource protection

Although we usually associate securing resources with task initiation, maintaining access to resources is always important. And we're often surprised when we lose access to resources, even though most tasks experience resource interruptions at some point in their lives.

Diligence and a strong personal network are vital in maintaining situational awareness with respect to resource predation. Create plans not only for adapting when resources are withdrawn, but also for defending the resources and commitments you already have.

Bureaucratic inertia

Organizations tend to continue doing whatever they've been doing, which in many cases, isn't much. One-of-a-kind or first-of-a-kind tasks are therefore likely to encounter difficulties, because of the inherent contrast between them and other work.

These difficulties are more Diligence and a strong personal
network are vital in maintaining
situational awareness with respect
to resource predationpronounced when the initiative originates somewhere other than the top of the organization. Advocates of such efforts can be effective when they have warm personal relationships with those who serve in gating functions that can impede progress.

Political sabotage

Political sabotage includes any effort to disrupt, delay, or terminate the task in order to free its resources for other efforts, or to besmirch the careers of the task's advocates. Tactics of political saboteurs can include spreading disinformation, reassigning key personnel, and manipulating resource streams.

When political sabotage occurs, it's rarely a surprise. Plan for it. Include in statements of the task vision refutations of arguments saboteurs are likely to make someday. These arguments are far more effective when offered in advance of the sabotage attempts than they are when offered as defense after the fact.

Most important, recognize that the political efforts required to maintain the health and vitality of tasks or projects do take time and resources. Include in budgets and schedules enough time and coverage for those who must execute the political maneuvers that keep the task on track. Political success isn't free. First in this series   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 welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Project Management:

Bois Sec!

When your current approach isn't working, you can scrap whatever you're doing and start again — if you have enough time and money. There's a less radical solution, and if it works, it's usually both cheaper and faster.

Project Improvisation Fundamentals

Project plans are useful — to a point. Every plan I've ever seen eventually has problems when it contacts reality. At that point, we replan or improvise. But improvisation is an art form. Here's Part I of a set of tips for mastering project improvisation.

Nonlinear Work: When Superposition Fails

Much of the work we do is confounding, because we consistently underestimate the effort involved, the resources required, and the time required to get it done. The failure of superposition can be one reason why we get it wrong.

Missing the Obvious: II

With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised us. Somehow, we missed the obvious. Why does this happen?

Anticipating Absence: How

Knowledge workers are professionals who "think for a living." When they suddenly become unavailable because of the pandemic, we consider substituting someone else. But substitutes need much more than skills and experience to succeed.

See also Project Management and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming June 7: Toxic Disrupters: Tactics

Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.

And on June 14: Pseudo-Collaborations

Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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