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 Create plans not only for adapting when resources are withdrawn, but also for defending the resources and commitments you already have.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
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More articles on Project Management:
- Status Risk and Risk Status
- One often-neglected project risk is the risk of inaccurately reported status. That shouldn't be surprising,
because we often fail to report the status of the project's risks, as well. What can we do to better
manage status risk and risk status?
- Nine Project Management Fallacies: II
- Some of what we "know" about managing projects just isn't so. Identifying the fallacies of
project management reduces risk and enhances your ability to complete projects successfully.
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Project Improvisation and Risk Management
- When reality trips up our project plans, we improvise or we replan. When we do, we create new risks
and render our old risk plans obsolete. Here are some suggestions for managing risks when we improvise.
- Anticipating Absence: Internal Consulting
- Most consultants are advisors from outside the organization. But when many employees are unavailable
because of the Coronavirus pandemic, we need to find ways to access the knowledge that remains inside
the organization. Internal consulting can help.
Forthcoming issues of Point Lookout
- Coming February 1: The Big Power of Little Words
- Big, fancy words, like commensurate or obfuscation, tend to be more noticed than the little everyday words, like yet or best. That might be why the little words can be so much more powerful, steering conversations where their users want them to go. Available here and by RSS on February 1.
- And on February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
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