To shirk is to avoid carrying out something such as an obligation, a task, or a responsibility. Motivations for shirking vary, but the simplest motives include laziness, fear, and distaste for work. An example of a more complex motive is reluctance to reveal ignorance, incompetence, lack of talent, or lack of a skill needed to accomplish the task. Understanding the motives of shirkers is important, but even more essential is recognizing shirking when it happens.
To shirk unnoticed is the shirker's ultimate goal. Here's a short catalog of tactics of artful shirkers.
- Pretend you're busy
- Looking busy can conceal the shirker's actual activities — surfing the Web, working on personal projects, whatever can be made to look like real work. But most important, shirkers can use fake work to deflect incoming task assignments, by backing their claims that they're "overloaded already." Ironically, pretending to be busy can be exhausting.
- Schedule check meetings too late
- Check meetings are meetings in which we verify that things are proceeding as planned and everyone understands what work is to be done. When shirkers schedule check meetings, they can time them to occur too late for any mid-course corrections. If what they've done is wrong or inadequate, the deadline is then too close to allow for any significant adjustments.
- Request feedback prematurely
- Asking for Understanding the motives of
shirkers is important, but even
more essential is recognizing
shirking when it happensfeedback early in an effort might indicate earnest concern for doing things right. It can also be a ploy intended to elicit words of encouragement that can later be cited as indicating that the level of accomplishment was adequate for the completed task, when the giver of the feedback was only trying to indicate adequate progress to that point. A request for early feedback can also be a trap for those who feel the urge to demonstrate how to do it right, and who thus inadvertently take on significant chunks of both the task and the associated responsibility.
- Transfer work to others
- Transferring work to others requires chutzpah, especially if the target of the transfer isn't someone to whom the shirker has the authority to assign tasks. The artful shirker just tells the target to do it, while subtly communicating the idea that the target is expected to take on the task. For example, "I need this by Friday," or "We're counting on you to get this done today."
- Exploit ambiguity
- Requests of the shirker that are ambiguous in the most innocent ways can be disastrous. For example, asking that "a communication go out," might actually be widely and reasonably understood to be a request that a formal email notification be logged and distributed promptly, but the shirker can interpret it broadly enough to mean that a casual conversation or phone call would suffice.
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 Workplace Politics:
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself
to deal with them, can keep you out of trouble and make you more effective and influential.
- Managing Pressure: Milestones and Deliveries
- Pressed repeatedly for "status" reports, you might guess that they don't want status —
they want progress. Things can get so nutty that responding to the status requests gets in the way of
doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics
and strategies for dealing with pressure.
- The Advantages of Political Attack: III
- In workplace politics, attackers have significant advantages that explain, in part, their surprising
success rate. In this third part of our series on political attacks, we examine the psychological advantages
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated
with the tasks — content risks. Meanwhile, other risks — non-content risks — get less
attention. Among these are risks related to the processes and politics by which the organization gets
- Before You Blow the Whistle: II
- When organizations become aware of negligence, miscalculations, failures, wrongdoing, or legal infractions,
they often try to conceal the bad news. People who disagree with the concealment activity sometimes
decide to reveal what the organization is trying to hide. Here's Part II of our catalog of methods used
to suppress the truth.
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.
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.