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.
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
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Knife-Edge Performers
- Some employees deliver performance episodically, while some deliver steady, but barely adequate performance.
Either way, they keep their managers drained and anxious, on the "knife edge" of terminating
them. How can you detect knife-edge performers, and what can you do about them?
- Hostile Collaborations
- Sometimes collaboration with people we hold in low regard can be valuable. If we enter a hostile collaboration
without first accepting both the hostility and the value, we might sabotage it outside our awareness,
and that can render the effort worthless — or worse. What are the dynamics of hostile collaborations,
and how can we do them well?
- In workplace politics, some people always seem to be seeking information about others, but they give
very little in return. They're pumpers. What can you do to deal with pumpers?
- The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around
them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
- Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability
of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that
role falls to you.
Forthcoming issues of Point Lookout
- Coming July 24: The Stupidity Attribution Error
- In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities. Available here and by RSS on July 24.
- And on July 31: More Things I've Learned Along the Way: IV
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's Part IV from my personal collection. Available here and by RSS on July 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Lessons in Leadership
- 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. Here's a date for this program:
- 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.
- 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.
- 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.