Most people are familiar with some forms of camouflage as it's used in nature or by the military. The idea usually relates to disguising or cloaking a physical entity so as to make detection difficult. In nature, camouflage often takes the form of protective coloration. Military applications involve similar techniques, but there are also more sophisticated disguises.
Military theorists recognize two classes of deception. Passive deception disguises an existing capability, facility, or intention. Active deception makes a non-existent capability, facility, or intention appear to be real.
At work, deceptions of all kinds are often a tool of politics. Applying what scientists know about deception in nature, and what military theorists know about deception in war, we can gain new insights into its use in workplace politics. Here are two examples of deceptions in workplace politics that employ passive camouflage.
- Disruptive coloration
- The black and white coloration of killer whales exemplifies what's called disruptive coloration. The color pattern contradicts the whale's body shape, which gives it an advantage. In the often-uneven light of the subsurface marine environment, other animals might not recognize the killer whale until too late.
- In preparation for downsizing, managers must select projects for termination from among projects underway or planned. In some cases, sound decisions require project status reviews that are either sudden or beyond the routine review. If these reviews occur only in preparation for downsizing, conducting them sets off rumors that could trigger an unwanted exodus of employees who believe that they're about to be terminated themselves. Making such project reviews routine prevents them from being seen as a signal of downsizing. With respect to project reviews, such a practice disrupts the boundary between normal operation and preparation for downsizing.
- In nature, Applying what scientists know about
camouflage in nature, and what military
theorists know about camouflage in
war, we can gain new insights
into its use in workplace politicsmimesis is mimicry. In the context of camouflage, the flower mantises, which mimic flowers, provide good examples. Typically, flower mantises position themselves on a plant and hold still, or slowly sway back and forth, mimicking one of the plant's flowers, until an insect lands close enough to be caught. Some flower mantises have dark spots on their bodies that act as decoys for actual insects.
- In reorganizations, there is sometimes a need to ensure orderly transitions of responsibilities from employees who will be discharged. To ensure that they won't depart before the transition of their responsibilities is complete, and to ensure that they'll cooperate willingly, these employees are sometimes assigned fictitious new responsibilities. Convinced by this mimicry that they can rely on continued employment, these employees remain in place, carrying out their new assignments while they're being debriefed about their former assignments. When the debriefing is complete, they're discharged, and the fictitious efforts that held them in place are terminated.
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More articles on Workplace Politics:
- 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
- How to Avoid Responsibility
- Taking responsibility and a willingness to be held accountable are the hallmarks of either a rising
star in a high-performance organization, or a naïve fool in a low-performance organization. Either
way, you must know the more popular techniques for avoiding responsibility.
- Kinds of Organizational Authority: the Formal
- A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority
found in organizations. Here's Part I of a little catalog of authority classes.
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually
exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic
- 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?
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- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
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- 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.