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.
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 Workplace Politics:
- The Advantages of Political Attack: I
- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when
the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond
- When You're the Least of the Best: II
- Many professions have entry-level roles that combine education with practice. Although these "newbies"
have unique opportunities to learn from veterans, the role's relatively low status sometimes conflicts
with the self-image of the new practitioner. Comfort in the role makes learning its lessons easier.
- That Was a Yes-or-No Question: II
- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances
are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no
- Allocating Airtime: II
- Much has been said about people who don't get a fair chance to speak at meetings. We've even devised
processes intended to more fairly allocate speaking time. What's happening here?
- Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks,
an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration,
and view the assignment as an onerous chore. Here are some alternative perspectives that might ease
Forthcoming issues of Point Lookout
- Coming December 18: The Trap of Beautiful Language
- As we assess the validity of others' statements, we risk making a characteristically human error — we confuse the beauty of their language with the reliability of its meaning. We're easily thrown off by alliteration, anaphora, epistrophe, and chiasmus. Available here and by RSS on December 18.
- And on December 25: Disjoint Awareness
- In collaborations, awareness of how our own work might interfere with the work of others is essential. Unless our awareness of others' work — and their awareness of ours — matches reality, the collaboration's objective is at risk. Available here and by RSS on December 25.
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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.