Some people are on the team, but aren't really part of it. They seem to hang back. They do their jobs, but there's no sparkle and little pride. Their social connections are limited to a few people, if any. Most interactions are directly related to their responsibilities. They show little initiative, even though they're capable of more than they're actually doing.
Because this pattern can keep the team from reaching its potential, it pays to ask, "What's going on?"
To solve puzzles like this, many look only (or almost only) at the person who's hanging back. And in some cases, the explanation does lie there, within. But in my experience, that's rarely the full story. It might not be even a small part of the story. More often, hanging back results from the dynamics of the team, in which the person who's hanging back might play only a small role. And some of the contributing causes might even lie outside the team.
Here's Part I of a short catalog of factors that can cause some people to hang back.
- Virtual isolation
- When some members of virtual teams are geographically isolated from all other members, they can find it difficult to form relationships with people they've never met, or never will meet. If they believe that they'll have little interaction with teammates in the future, they might invest little in building relationships now, especially if they've encountered even slight difficulties in past attempts. They just do their jobs and prepare to move on. Thus arises one of the hidden costs of virtual teams: depressed initiative for isolated team members.
- Pariah roles
- Some roles When some members of virtual teams
are geographically isolated from all
other members, they can find it
difficult to form relationships
with people they've never metare considered "less than." These people are on the team, but their opinions aren't valued. They do a particular piece of work, and that's all they are expected or permitted to contribute. Not only are their opinions and observations undervalued, they aren't even sought. Their unsolicited contributions often land with a "plop," and are promptly ignored, until, in some cases, those same contributions are offered by someone less of a pariah.
- Drive-by team members
- These people are assigned to the team part-time and temporarily, along with several other assignments that they have in parallel. Their expertise is rare within the organization, and the team regards itself as lucky to have a slice of the drive-by team member's time, on any conditions. They schedule team meetings at the convenience of their drive-bys, and they permit the drive-bys to attend just part of the meeting. When the drive-by shows up for a meeting, the team immediately drops what they're doing to address the drive-by's agenda item. Drive-bys regard the team as inferior, and themselves as superior. They offer little to the team beyond the rare expertise that the team needs so desperately.
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More articles on Workplace Politics:
- Political Framing: Communications
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some communications tactics framers use.
- The Attributes of Political Opportunity: The Finer Points
- Opportunities come along even in tough times. But in tough times like these, it's especially important
to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to
assist you in your detective work.
- Impasses in Group Decision-Making: I
- Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can
agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving
on to the more thorny areas. Why does this happen?
- Some Hazards of Skip-Level Interviews: II
- Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor.
They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.
- Implicit Interrogation Tactics
- When one person tries surreptitiously to extract information from another at work, an implicit interrogation
is taking place. Here are seven tactics that people use to interrogate others without revealing what
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
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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.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. 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.