Back when I was an engineer, if you hung around the cafeteria long enough, you'd hear the term "bean counter." It was a term of disparagement. Today, the Wiktionary defines it, quoting the Financial Times, as "A person, such as an accountant or financial officer, who is concerned with quantification, especially to the exclusion of other matters." They note that the term is "mildly derogatory." My own experience is that there was nothing mild about it, especially during layoffs, downsizing, or other resource squeezes. To be a bean counter, from the point of view of an engineer or other product-oriented employee, was to be a member of a pariah profession.
In more general contexts, a pariah is an outcast. (For the etymology of the term, again I refer you to the Wiktionary.) In organizations, we can define a pariah profession as an outcast profession. It might serve an important function organizationally (as financial experts certainly do), but its members are socially excluded from some circles, often solely on the basis of their professional affiliation. This exclusion applies not only to the professionals associated with the mission of that organizational function, but also to all members of that functional unit. For instance, in an enterprise in which the "Business" folks have little regard for engineers of IT (information technology), they would have similar views of the clerical and administrative employees associated with IT.
The costs of these enmities are enormous. Here are two mechanisms that affect collaborative behavior in organizational cultures that tolerate pariahdom for some of their professions.
- Distortion of contributions
- In meetings and exchanges of communications of all kinds involving pariah professionals, contributions from the pariahs can be distorted in two ways. First, the contributors might tend to structure and time their contributions so as to Disrupted collaborations involving
the pariah profession can
result in inferior outputmaximize the probability of acceptance. For example, they might threaten, temper, cajole, exaggerate, or invoke authority. Second, the recipients of contributions from pariahs tend to interpret those contributions in light of their sources. For example, they might discount, dispute, refute, or disregard those contributions.
- These distortions affect the ability of members of pariah professions to contribute the benefit of their expertise to the organization.
- Disruption of collaborations
- When output of the highest quality requires collaboration among people from several professions, any mechanism that limits or distorts contributions from members of one of those professions can degrade the output. At times, to address this problem, collaborators will reject one member of the pariah profession in favor of another whom they regard as more compatible. Unfortunately, if the role of that profession entails acting as a check or modulator of the group's decisions, such substitutions themselves can degrade the output.
- Disrupted collaborations involving the pariah profession can result in output that's inferior, but whose weaknesses lie outside the awareness of the collaborators.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 Conflict Management:
- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information.
Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part
two of a catalog of some favorite tactics.
- 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.
- Indicators of Lock-In: I
- In group decision-making, lock-in occurs when the group persists in adhering to its chosen course even
though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What
are some common indicators of lock-in?
- Compulsive Talkers at Work: Peers II
- Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set
of suggestions for what to do when peers who talk compulsively interfere with your work.
- Ethical Debate at Work: II
- Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others,
but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates
toward wise outcomes.
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.