In workplace politics, as in much of Life, it's easier to stay out of trouble than to get out of trouble. In that spirit, last time we examined attributes of organizational cultures that indicate elevated political risk. But whether or not a group's culture tolerates willfully damaging political conflict, intentionally harming someone, directly or not, is a choice available to anyone.
That's why observations of personal behavior are useful for assessing political risk. Here are several behavior patterns worth noticing.
- Repeated, covert behavioral norm violations
- Most of us abide by behavioral norms — no cussing, courtesy to all, and the like. There are deviations, though, and penalties usually follow. Those who violate norms repeatedly and covertly have found ways to harm or offend others while evading penalties. To manage the risk of harm, you can try avoiding these people, which might work for a while. Better: leverage your organization's norm enforcement infrastructure by finding ways to expose the offenders.
- Manipulation and deception
- People who repeatedly manipulate or deceive others usually do so not for the benefit of their targets, but for their own personal advantage. Avoidance is a common defensive response. Another is explaining to the deceiver how hurtful his or her behavior is. Rarely is either strategy effective. Reconciling yourself to the person's dishonesty, while guarding against being tricked again, is probably the best course.
- Substance abuse
- People engaged in abuse of addictive substances aren't in control of their own behavior. Their need to meet the requirements of their addiction limits their ability to choose to avoid harming others. Indeed, the substance abuse can even expose them to the risk of control by their substance supply chain. Relying on people in such predicaments to behave respectfully toward others is risky.
- Some behaviors can be as addictive as substances. One especially addictive behavior is quarreling. The thrill of prevailing in disputes can be so enticing that the quarrel itself becomes more important than the matter in dispute. Close collaborations with the quarrel-addicted are unlikely to come to good ends.
- Gambling is another well-established addictive behavior. We usually think of gambling as gaming, but we gamble in the workplace when we undertake high-risk projects or when we seek to dislodge powerful political foes. Although assuming reasonable risk is a necessity of modern work life, there are those who seek unreasonable When people are ensnared by addiction,
their need to meet the requirements
of their addiction limits their ability
to choose to avoid harming othersrisk so they can experience the thrill of defying the odds. Collaborations and alliances with such people are unwise.
- Rumormongering is another addictive behavior. The thrill of telling someone something they haven't yet heard can be so rewarding that the rumormongerer yields to the temptation to embellish — essentially, to lie — because seeming to be "in the know" becomes more important than Truth. Telling such people anything at all can risk its incorporation into the next rumor, possibly damaging even to you.
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:
- Dealing with Org Chart Age Inversions
- What happens when you learn that your new boss is younger than you are? Or when the first two applicants
you interview for a position reporting to you are ten years older than you are? Do you have a noticeable
reaction to org chart age inversions?
- 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
- Not Really Part of the Team: II
- When some team members hang back, declining to show initiative, we tend to overlook the possibility
that their behavior is a response to something happening within or around the team. Too often we hold
responsible the person who's hanging back. What other explanations are possible?
- The Power and Hazards of Anecdotes: II
- Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded
of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.
- 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.
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.
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- On 14 December 1911, four men led by Roald Amundsen reached
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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
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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.
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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.