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:
- The High Cost of Low Trust: II
- Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust
really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
- The End-to-End Cost of Meetings: I
- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of
the most-often overlooked costs of meetings.
- Suspense Is Not Your Friend
- Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes
we must convey information that can be complicated when delivered in full detail. To convey complicated
ideas effectively, avoid suspense.
- Power Affect
- Expressing one's organizational power to others is essential to maintaining it. Expressing power one
does not yet have is just as useful in attaining it.
- Grace Under Fire: III
- When someone at work seems intent on making your work life a painful agony, you might experience fear,
anxiety, or stress that can lead to a loss of emotional control. Retaining composure is in that case
the key to survival.
Forthcoming issues of Point Lookout
- Coming May 29: Newtonian Blind Alleys: II
- Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum. Available here and by RSS on May 29.
- And on June 5: I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes. Available here and by RSS on June 5.
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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.
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.