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
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
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More articles on Conflict Management:
- Corrosive Buts
- When we discuss what we care deeply about, and when we differ, the word "but" can lead us
into destructive conflict. Such a little word, yet so corrosive. Why? What can we do instead?
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Dismissive Gestures: III
- Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge
or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and
they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.
- Compulsive Talkers at Work: Peers I
- Our exploration of approaches for dealing with compulsive talkers now continues, with Part I of a set
of suggestions for what to do when a peer interferes with your work by talking compulsively.
- Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause
can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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- The Race to the South Pole: Ten Lessons for Project Managers
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program.
Here's a date for this program:
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. Register now.
- 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.