Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 13, Issue 23;   June 5, 2013: Pariah Professions: I

Pariah Professions: I

by

In some organizations entire professions are held in low regard. Their members become pariahs to some people in the rest of the organization. When these conditions prevail, organizational performance suffers.
A pariah dog

A pariah dog. In ecology, the term refers to a dog with a pariah lifestyle — a free-ranging dog, often feral, that survives within what is called the pariah niche. The pariah niche, which can also be occupied by other species, is an ecological niche in which resources are derived from the waste of human settlements. The term is not derogatory. A significant percentage of dogs worldwide occupy the pariah niche. More about pariah dogs. Photo (cc) Roregan.

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 output
maximize 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.

We'll explore pariah-related behaviors that involve information management next time.  Next in this series Go to top Top  Next issue: Pariah Professions: II  Next Issue

101 Tips for Managing Conflict 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 welcome

Would you like to see your comments posted here? rbrenIyeJIiAfnGdKlUXrner@ChacsxirZwZlENmHUNHioCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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 Conflict Management:

Conflict Haiku
When tempers flare, or tension fills the air, many of us contribute to the stew, often without realizing that we do. Here are some haiku that describe some of the many stances we choose that can lead groups into tangles, or let those tangles persist once they form.
Hiding from the truthThe High Cost of Low Trust: II
Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
A can of sardines — what many of us feel like on board a modern airlinerChanging the Subject: I
Whether in small group discussions, large meetings, or chats between friends, changing the subject of the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary, devious, or outright malicious. What techniques do we use to change the subject, and how can we cope with them?
A vervet monkey (Chlorocebus pygerythrus) in TanzaniaSee No Bully, Hear No Bully
Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
Brendan Nyhan and Jason ReiflerHistorical Debates at Work
One obstacle to high performance in teams is the historical debate — arguing about who said what and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.

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

Forthcoming issues of Point Lookout

What most of us think of when we think of checklistsComing February 28: Checklists: Conventional or Auditable
Checklists help us remember the steps of complex procedures, and the order in which we must execute them. The simplest form is the conventional checklist. But when we need a record of what we've done, we need an auditable checklist. Available here and by RSS on February 28.
Adolf Hitler greets Neville Chamberlain at the beginning of the Bad Godesberg meeting on 24 September 1938And on March 6: Six More Insights About Workplace Bullying
Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIyeJIiAfnGdKlUXrner@ChacsxirZwZlENmHUNHioCanyon.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:

Reprinting this article

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

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.