Trying to reach a joint decision, a group might find that some of its members are willing to agree to the proposal at hand, but only with conditions. Trouble can arise when this happens, both for the majority and the minority. The trouble can persist beyond the present discussion, preventing the group from reaching agreements on other matters for some time to come.
How can that happen? And what can we do to avoid it?
Let's suppose that for several weeks, Jeff has been objecting to Jessica's proposal. At one meeting, he announces that he now accepts her solution, "in this case." Jeff is expressing his limited agreement. Without saying so explicitly, Jeff's position is that "Jessica's solution will work in this case, but I don't think (or I don't know that) it will work in every case" or possibly "in any other case."
Jeff is indeed helping the group resolve the present issue by finding common ground that can serve as a foundation for further progress. But while he is expressing agreement, it is not without risk. Here are some of those risks.
- Genuine reservations
- Jeff might not have in mind specific objections to general use of Jessica's approach, but he's reserving his right to object to future applications. The disagreement he just resolved can therefore arise again someday.
- Future agreements can be severely threatened if the majority chooses to use Jeff's limited agreement as a precedent. If that happens, Jeff (or any other dissenter) is less likely to offer limited agreement to resolve future disagreements for fear of setting precedents. As a member of the majority, avoid exploiting as precedents any limited agreements by dissenters.
- Distrust and resentment
- Distrusting Jeff's limited agreement, some of the majority might wonder about its boundaries. They might question him about those boundaries, even though Jeff has clearly accepted Jessica's approach for the present issue.
- If that happens, Future agreements can be severely
threatened if the majority chooses
to use limited agreements as precedentsJeff might feel attacked. He has just made a significant contribution to group harmony, and he's being rewarded with an inquisition. Resentments can flourish. If a limited agreement clearly covers the present issue, that's sufficient. Let future issues define its true boundaries.
- Limited agreement proliferation
- In groups that haven't often experienced limited agreement, some members might notice the advantages it affords the consenter. It gives the consenter room to withhold consent on future matters, even if the consenter has no substantive objections in the present instance. Limited agreement can create political capital, because agreement withheld can be useful in future bargaining. More precisely, giving unconditional agreement can surrender political capital unnecessarily.
- This realization can entice other group members to liberally employ limited agreement in future debates, which can create difficulties for the group as it tries to forge agreements on even the most straightforward proposals.
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More articles on Workplace Politics:
- Ten Tactics for Tough Times: II
- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation
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- When working issues jointly with others, especially with one other, we sometimes hear, "What do
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- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
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- Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense
of balance that's the foundation of clear thinking. And thinking clearly at work is important if you
want to avoid feeling embarrassment, shame, or guilt.
- 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?
Forthcoming issues of Point Lookout
- Coming September 25: Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.
- And on October 2: Start Anywhere
- Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore. Available here and by RSS on October 2.
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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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
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44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.