When a project's detractors have been unable to prevent the organization from committing to the undertaking, they sometimes feel compelled to prove their own objections valid by ensuring the project's failure. Unfortunately, there is much they can do. Here's Part II of our catalog, emphasizing tactics that cause chaos.
- Imposed outsourcing
- Although outsourcing advocates often claim cost advantages, results depend strongly on what is actually outsourced. If the outsourced work cannot be cleanly partitioned from other tasks, and if it demands close collaboration with those other tasks, outsourcing it could actually degrade project performance. By advocating for aggressive outsourcing policy affecting the target project, detractors can effectively hinder progress.
- Reorganization, relocation, and system upgrades
- Reorganizing, relocating, or imposing system upgrades on the segments of the enterprise that most directly provide project resources does introduce chaos. But for special harm, detractors can time these changes for the months immediately preceding major milestones.
- Staffing disruption
- Raiding the project and its task teams for staff for other projects can slow development in two ways. First, it deprives the project of needed capability. Second, the project will likely have to be replanned to account for the lower level of availability of the raided staff. Maximum disruption occurs when the staff reallocation takes place when work is already underway.
- Requirements volatility
- Changing requirements mid-project is another powerful approach. For detractors, customer-oriented requirements are difficult to change, unless the detractor is also a customer. For detractors who aren't customers, internal development procedures and regulatory compliance procedures offer rich possibilities. Imposing changes in these procedures can degrade project performance, if a way can be found to avoid affecting other more favored projects.
- Organizational policy changes
- Changes in organizational policies other than those affecting development procedures can also be disruptive. For example, if a detractor's subordinate is assigned to the project and has been telecommuting two days per week, the detractor can require that the subordinate telecommute at most one day per week. For someone with a long commute, such a restriction can be disruptive.
- Scope creep
- Combining the Combining the target project
with another project "to
achieve savings by reducing
duplication" can degrade
project performancetarget project with another project "to achieve savings by reducing duplication" can degrade project performance, especially if the target is combined with a troubled project.
- Reviews and investigations
- If the tactics above work as intended, and project performance falters, the missed deadlines and budget overruns can provide detractors with justifications for demanding a review of the project. The review in itself becomes another hindrance for the project, because it's a further burden on project leadership, and because it can lead to yet more turmoil if its recommendations include reorganization or changes in leadership. Threats of review can also make recruitment and retention of project staff more difficult.
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More articles on Workplace Politics:
- When Others Curry Favor
- When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse.
Trying to stop those who curry favor probably isn't an effective strategy. What is?
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes
people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's
a short catalog of some of its uses.
- Coercion by Presupposition
- Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it
frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal
responsibility for ending it.
- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical,
even evil, but not backstabbing. What is backstabbing?
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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.