In some groups or teams, dissent can be personally risky wherever it occurs — hallway conversation, email, meetings, over lunch, wherever. Last time we described general-purpose techniques some group Leaders use to suppress dissent. In meetings, though, leaders have a wide array of tools for effectively suppressing dissent.
I'm not advocating techniques for suppressing dissent, which is almost always unwise, and probably unethical. Rather, I offer this inventory as a guide to help people recognize patterns of abuse.
- Controlling the time and place of meetings
- Leaders acting in good faith try to schedule meetings to enable most people to attend. If schedule or location (real or virtual) must change, they announce changes to everyone as soon as possible. Leaders who are determined to create attendance obstacles for specific people, such as Dissenters, can choose times and places accordingly. And they can distribute change announcements accordingly, too.
- Controlling invitation and distribution lists
- By omitting Dissenters from meeting invitation lists or email distribution lists, Leaders can reduce the probability that Dissenters will receive important information, or be able to attend meetings, whether or not the information or meeting agenda is relevant to the substance of the dissent. These schemes can thus create what appear to be performance issues for Dissenters, which can affect their stature and credibility.
- Abusing agenda responsibility
- Leaders, who are typically responsible for meeting agendas, can adjust agendas to the disadvantage of Dissenters. Scheduling items so as to make Dissenters' own schedules more difficult, or allocating too little time to Dissenters' items, can create obstacles for Dissenters.
- Abusing the parking lot
- The Those who become accustomed to
suppressing dissent sometimes
experience expressions of
disagreement as challenges
to their personhood"parking lot" is a list of topics that arise during a meeting, but which aren't closely enough related to the agenda to warrant immediate attention. The Leader can arrange to "park" any points Dissenters raise, whether or not they're eligible for parking according to the usual criteria. And after the meeting, instead of dealing with the Dissenter's parked items, the Leader can arrange for them to be quietly ignored. For more about the parking lot, see "Using the Parking Lot," Point Lookout for September 12, 2007.
- Abusing the facilitator's prerogatives
- Many Leaders also facilitate their own meetings. As facilitators, they can influence the flow of their meetings by recognizing attendees who wish to comment or contribute to the discussion. They can decide what comments are germane, and they can interrupt contributors. When a contributor is speaking, and another attendee interrupts, Leaders can be selective about halting such interruptions. Although people generally frown upon arbitrariness in exercising the facilitator's prerogatives, in most organizations, attendees can't do much more. Objecting to a Leader's meeting management practices can be risky.
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More articles on Devious Political Tactics:
- Devious Political Tactics: Cutouts
- Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts,
operators can manipulate their environments while limiting their personal risk. How can you detect cutouts?
And what can you do about them?
- Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators
of possible trouble are the behaviors of the people around you.
- Counterproductive Knowledge Work Behavior
- With the emergence of knowledge-oriented workplaces, counterproductive work behavior is taking on new
forms that are rare or inherently impossible in workplaces where knowledge plays a less central role.
Here are some examples.
- Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically
place their own interests and welfare ahead of anyone or anything else. In this Part II of the series
we consider the narcissistic preoccupation with superiority fantasies.
- Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance
is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual.
What is narcissistic arrogance and how can we cope with it?
Forthcoming issues of Point Lookout
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- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: 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. Available here and by RSS on December 26.
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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.