Last time we began examining nonsubstantive impasses that arise from hostage-taking, coercion, and confidential commitments. We now continue our exploration.
- Digging in
- At times, people can become "dug in" — so publicly committed to their positions that they're unwilling to alter them for fear of humiliation. Their fears might or might not be realistic.
- You can avoid this yourself by keeping an open mind, or at least, keeping your own counsel. To help others alter their own strongly held positions, propose a halt in debate, resuming only after everyone has agreed to temporarily advocate a position that is both opposed to their own, and already occupied by someone else. This exercise sometimes gives people the insights and freedom they need to modify their positions.
- Currying favor
- Some advocates have made no commitment to anyone else, but instead advocate positions favored by particularly powerful individuals, hoping to accumulate recognition and credit. They haven't secured an agreement for a quid pro quo; they're speculating.
- Persuading these people of the merits of the issue is unlikely to succeed. They follow the object of their attentions as long as they feel there's a chance of success. To convert them, find ways to persuade them that their strategy is unworkable, or that they're mistaken about the views of the people with whom they've aligned themselves.
- Some dissenters seek nothing in terms of the issues at hand, or any other issues, for that matter. Their goal is to prevent the group from reaching decisions of any kind. Perhaps they recognize that anything this group might decide would be inimical to their own goals; or they might want to demonstrate the fecklessness of the group's leadership team.
- Their objectives can be varied, but generally, they want to halt all forward progress. Debating the issues with saboteurs is futile from the perspective of finding a solution, but debate can be useful if it can draw the saboteurs into revealing that sabotage is their goal.
- Dissenters who The harm done by impasses transcends
the relationships of the people
involved, or the project
they're working onfeel that they've been badly treated in the past by this group, or by some members of this group, might seek revenge by blocking forward progress. Here too, the issues are not the issues; rather the issue is the hurt or perceived hurt from some past experience.
- Addressing the impasse in this case is likely to be productive only if both parties acknowledge the past hurt. This can be difficult, because most hurts are more symmetric than either party can acknowledge. Even so, acknowledgment is the place to begin. Privacy and discretion are required. Sometimes, acknowledgement isn't possible for one party or the other.
Impasses are expensive. An impasse prevents a decision on the immediate issue, and the delays that follow can delay anything that depends on that decision. If you're determined to block progress, be certain that you appreciate all the consequences. First in this series Top Next Issue
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More articles on Conflict Management:
- Dismissive Gestures: I
- Humans are nothing if not inventive. In the modern organization, where verbal insults are deprecated,
we've developed hundreds of ways to insult each other silently (or nearly so). Here's part one of a
catalog of non-verbal insults.
- How to Create Distrust
- A trusting environment is critical to high performance. That's why it's important to recognize behaviors
that erode trust in others. Here's a little catalog of methods people use — intentionally or not
— to create distrust.
- Meta-Debate at Work
- Workplace discussions sometimes take the form of informal debate, in which parties who initially have
different perspectives try to arrive at a shared perspective. Meta-debate is one way things can go wrong.
- Compulsive Talkers at Work: Addiction
- Incessant, unending talking about things that the listener doesn't care about, already knows about,
or can do nothing about is an irritating behavior that harms both talker and listener. What can we do
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might
restore the ability to think, and maybe end the bullying.
Forthcoming issues of Point Lookout
- Coming March 20: Stone-Throwers at Meetings: I
- One class of disruptions in meetings includes the tactics of stone-throwers — people who exploit low-cost tactics to disrupt the meeting and distract all participants so as to obstruct progress. How do they do it, and what can the meeting chair do? Available here and by RSS on March 20.
- And on March 27: Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from embarrassing the Chair to holding the meeting hostage in exchange for advancing an agenda. What can Chairs do about stone-throwers? Available here and by RSS on March 27.
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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.