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.
- 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 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 welcomeWould you like to see your comments posted here? rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Workplace Politics:
- How to Avoid a Layoff: Your Situation
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for
positioning yourself in the organization to reduce the chances that you will be laid off.
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization
to risks. Managing those risks is a first step to ending the bottlenecking pattern.
- 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
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
See also Workplace Politics and Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
- And on June 21: Asking Burning Questions
- When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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
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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group