Workplace Politics and Social Exclusion: I

A member or members of a social group can be the targets of a tactic called social exclusion if another member or members of that group acts to exclude them from group activities in which the excluded persons would otherwise be invited to participate. This definition is overly broad for our purposes, because it includes such macro-societal processes as racial segregation and voter suppression. Our interest is much narrower; namely, social exclusion as it occurs in workgroups. Definitions vary, but some call this phenomenon workplace ostracism [Fiset 2017]; some call it workplace exclusion [Hitlan 2009]. Here's an example:

Geoff is new to the group, recently hired over Marie's openly expressed objections. He's expected to assume responsibility for a set of activities that Marie has been handling. Her effectiveness has been limited because of her oppressive workload, and because the activities in question really are outside her area of expertise, and even outside her area of interest. Nevertheless, ever since Geoff reported for work, Marie has been on a campaign of social exclusion. She doesn't invite Geoff to the meetings he needs to attend; she excludes him from email messages that announce or discuss matters that are important for Geoff to know; and she uses her control of access rights to the group's SharePoint sites to limit Geoff's ability to find information on his own.

It isn't difficult to add more detail to this scenario, of course, but you probably get the idea: Marie is using social exclusion to sabotage Geoff's job performance.

Bullies also use social exclusion, but they do so for very specific reasons. When bullies use social exclusion, they intend to inflict pain on the target by limiting the target's access to social support. And because targets of bullies can use social support to execute defensive or counter-offensive maneuvers, social exclusion also helps the bully by limiting the target's access to social support. But social exclusion in the bullying context isn't our focus here. Our focus is the use of social exclusion in political conflict; that is, its use in struggles for control or dominance, or as a means of imposing a particular decision on people who might otherwise reject that decision.

We can analyze this problem according to the number of Social exclusion can be
carried out on the basis of
the professional role of the target,
the organizational role of the target,
or personal attributes of the targetpeople involved. On the part of the users of social exclusion tactics, we can have either one individual or many; similarly on the part of those excluded, we can also have either one individual or many. The simplest problem is 1-by-1, mainly because of the reduced incidence of differences of opinion and levels of commitment on any one side. So let's consider the 1-by-1 case, exemplified above by Marie (the Excluder) and Geoff (the Excluded).

To execute social exclusion tactics, excluders usually rely on one or more of three factors — the professional role of the target, the organizational role of the target, and personal attributes of the target. Each kind of exclusion has its own characteristic set of results. Each kind suggests its own characteristic set of responses by the target. In this Part I, we explore the effects of excluding someone on the basis of professional role.

In what follows, the name "Marie" denotes someone using social exclusion in a 1-by-1 context. And the name "Geoff" denotes the person Marie is trying to exclude.

Professional role of the target

In situations in which the professional role of the target provides the principal motivation for Marie's use of social exclusion, she has advantages that enable her to conceal what she's doing. For example, she can be warm and cordial toward Geoff in public settings, to convey the impression that she is supportive and respectful. And she can exclude Geoff from meetings or conversations when his role threatens her most, including him only when she has little to lose by his presence. For instance, if Geoff represents the Marketing function for the Marigold product, Marie can include him in meetings that don't address marketing issues, or which don't address Marigold marketing. When excluders can be selective in this way, they can obfuscate the exclusion pattern, which helps them conceal their exclusion tactics and provides them a defense if their actions are ever questioned.

However, even when Marie excludes Geoff selectively, he's likely to notice that Marie's actions are affecting his job performance. He would be wise to accumulate data about the exclusion before registering a complaint with Marie or with anyone else. To be effective, the data must provide unambiguous evidence of the pattern, even if Marie has been selective about excluding Geoff. Actually, her selectivity can strengthen Geoff's case: "Marie invites me only to meetings that I wouldn't want to attend."

Next time, we'll examine exclusion on the basis of organizational affiliation and exclusion on the basis of more personal factors. We'll close next time with a brief look at the organizational consequences of this practice, and what might be required to control it.   Next issue in this series   Top    Next Issue

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

Footnotes

Your comments are welcome

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Politics:

Devious Political Tactics: Credit Appropriation

Managers and supervisors who take credit for the work of subordinates or others who feel powerless are using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.

Group Problem-Solving Tangles

When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.

The Politics of the Critical Path: I

The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest completion date of the effort. If you're responsible for one of these tasks, you live in a unique political environment.

Career Opportunity or Career Trap: II

When an opportunity seems too good to be true, it might be. Although we easily decline small opportunities, declining an enticing career opportunity can be enormously difficult. Here's Part II of a set of indicators that an opportunity might actually be a trap.

Way Over Their Heads

For organizations in crisis, some but not all their people understand the situation. Toxic conflict can erupt between those who grasp the problem's severity and those who don't. Trying to resolve the conflict by educating one's opponents rarely works. There are alternatives.

See also Workplace Politics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming May 14: Working with the Overconfident

A cognitive bias known as the Overconfidence Effect causes us to overestimate the reliability of our judgments. Decisions we make based on those judgments are therefore suspect. But there are steps we can take to make our confidence levels more realistic, and thus make our decisions more reliable. Available here and by RSS on May 14.

And on May 21: Mismanaging Project Managers

Most organizations hold project managers accountable for project performance. But they don't grant those project managers control of needed resources. Nor do they hold project sponsors or other senior managers accountable for the consequences of their actions when they interfere with project work. Here's a catalog of behaviors worth looking at. Available here and by RSS on May 21.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenDJpmhgyaDTwBQXkhner@ChacmGoYuzfZpOvDQdRkoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info