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:
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Forthcoming issues of Point Lookout
- Coming February 28: Checklists: Conventional or Auditable
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- And on March 6: Six More Insights About Workplace Bullying
- Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.
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