Projects as Proxy Targets: I

Most major projects have both advocates and detractors. Even after organizations decide to fund enterprise-scale projects, even after staffing begins, and even during early execution, detractors can remain. In most cases though, voicing objections after the funding decision is in place entails considerable political risk. That's why detractors typically begin to limit their objections to confidential conversations with trusted allies. They might continue to oppose the project, and even try to subvert it, but always discretely, and usually under the cover of deniability.

In some rare cases, a major project's detractors might continue to operate openly even after the organization is committed to the project. They voice their skepticism, repeatedly predicting failure. They do so at extreme political risk, because the people who advocated for and approved funding for the project typically experience such opposition as attacks not only on the project, but also upon their own position and power in the organization. They know that if the project fails, they face embarrassment, possible demotion, termination, or other career-ending consequences.

Open opposition to projects underway often becomes protracted political conflict between advocates and detractors — a conflict in which the project becomes a proxy target.

Detractors know that unless they prevail, the advocates can use the project's success to consolidate their own power and influence, while they curtail the future influence of the detractors. When detractors commit to opposing the project openly, they do so with the understanding that project failure is the only outcome consistent with their own long-term well being within the organization. They must then act to ensure project failure. Here are some of the tactics available to project detractors.

Delay

At every phase of project development from initial proposal to late stage execution, delay can help detractors achieve their goal. They can raise issues to slow decisions and approvals, release shared resources later than expected, and if they supply deliverables to the project, they can supply them late.

Verbal assaults on leadership

Charges of At every phase of project development
from initial proposal to late
stage execution, delay can help
detractors achieve their goalnegligence, incompetence, ethical transgressions, and the like can distract project leaders and burden them with the need to respond. Such allegations also affect the project's ability to attract and retain highly capable personnel.

Budget constriction

Constraining the project's budget obviously degrades its ability to deliver against an aggressive schedule. But even more deviously, detractors can work to constrict the project's budget after the budget commitment for a given period is made and spending has begun. This causes even more delay because of the chaos introduced by replanning.

Vendor restrictions

By imposing restrictions on which vendors can supply material, staff, or services, detractors can limit the project's access to reliable outside vendors. Even more devious: change the restriction policy at a critical juncture, forcing the project to switch vendors.

We'll continue this catalog next time, emphasizing tactics for creating project chaos.   Next issue in this series   Top    Next Issue

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

Your comments are welcome

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.

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 Workplace Politics:

Scopemonging: When Scope Creep Is Intentional

Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.

The Perils of Political Praise

Political Praise is any public statement, praising (most often) an individual, and including a characterization of the individual or the individual's deeds, and which spins or distorts in such a way that it advances the praiser's own political agenda, possibly at the expense of the one praised.

On Being the Canary

Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are the risks? What are the risks of not raising the issue?

Power Affect

Expressing one's organizational power to others is essential to maintaining it. Expressing power one does not yet have is just as useful in attaining it.

Congruent Decision Making: II

Decision makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit.

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

Forthcoming issues of Point Lookout

Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info