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Devious Political Tactics

Here are links to the previous issues of Point Lookout that touch on devious political tactics at work. Bookmark this page. Or browse the Point Lookout archive by date. Subscribe now.

A meeting that's probably a bit too largeComing March 20: Top Ten Ways to Make Meetings More Effective
Meetings are just about everybody's least favorite part of working in organizations. We can do much better if only we take a few simple steps to improve them. The big one: publish the agenda in advance. Here are nine other steps to improve meetings. Available here and by RSS on March 20.
An informal meeting in a loungeAnd on March 27: Allocating Action Items
From time to time in meetings we discover tasks that need doing. We call them "action items." And we use our list of open action items as a guide for tracking the work of the group. How we decide who gets what action item can sometimes affect our success. Available here and by RSS on March 27.

Other topical archives:

February 7, 2024

A stone cairn that looks impossible to buildResponses to Outrageous Demands
From time to time, we might encounter a powerful person making outrageous demands, possibly accompanied by threats if we don't comply. At first, the choice seems to be between acceding to their demands or flat out refusing. There are other possibilities.

August 30, 2023

Charles Boyer, Ingrid Bergman and Joseph Cotton in a promotional photo for the 1944 film "Gaslight," directed by George CukorGaslighting Project Teams
To gaslight people is to convince them to reject their own observations and believe what you want them to believe. Gaslighting corrupts project management as surely as it destroys romantic relationships. Here are some early indicators of gaslighting.

February 15, 2023

Stained Glass of William of Ockham in a church in Surrey, England, United KingdomFour Razors for Organizational Behavior
Deviant organizational behavior can harm the people and the organization. In choosing responses, we consider what drives the perpetrators. Considering Malice, Incompetence, Ignorance, and Greed, we can devise four guidelines for making these choices.

October 5, 2022

The future site of 2 World Trade Center as it appeared in 2013Downscoping Under Pressure: I
When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates.

September 7, 2022

A vague and unreadable diagramIncoherent Initiatives
Mission statements of organizational initiatives serve as recruiting instruments as advocates seek support for their missions. When advocates compromise coherence of mission to maximize the depth and breadth of support, trouble looms.

July 6, 2022

Margay cat (Leopardus wiedii)Fake Requests for Help
When a colleague asks for assistance, we can feel validated, even flattered. But not all requests for help are what they seem. The more devious amongst us can be endlessly creative in employing requests for help to achieve devious ends.

May 25, 2022

The lies inside the truthOn Reporting Noncompliance
Regulating compliance with process design in organizations requires monitoring process usage. Typically, process monitors depend on reports from process participants. In blame-oriented cultures, fear of retribution can limit what these reports contain.

May 18, 2022

Ray Bradbury, author of Fahrenheit 451, in 1975Obscuring Ignorance
Some people are uncomfortable revealing that they have limited understanding of topics related to the issues at hand. They can't allow themselves to ask, "Pardon me, what does X mean?" Here are a few of the techniques they use to obscure their ignorance.

January 19, 2022

An exit signComply, Resist, or Exploit?
When we encounter obstacles, we have choices about how we deal with them. Generally, we can comply, we can resist, or sometimes, we can find ways to use the obstacles — to exploit them — to advance to our objectives. The pandemic provides two examples.

January 12, 2022

A fist crushing a small cardboard containerOn Gratuitous Harshness
Rejecting with gratuitous harshness the contributions of others can be an expensive pattern to tolerate — or to indulge. Understanding how the costs arise and what factors exacerbate them is the first step to controlling the pattern.

January 5, 2022

Two football teams face off at the line of scrimmageCovert Inter-Team Noncooperation
Occasionally teams find that they must cooperate with another team despite strong misgivings. Because noncooperation isn't an option, they find covert ways to avoid cooperating. Here's a little catalog of techniques of Covert Inter-Team Noncooperation.

October 20, 2021

Adolf Hitler greets Neville Chamberlain at the beginning of the Bad Godesberg meeting on 24 September 1938On Ineffectual Leaders
When the leader of an important business unit is ineffectual, we need to make a change to protect the organization. Because termination can seem daunting, people often turn to one or more of a variety of other options. Those options have risks.

July 14, 2021

Guardrails in a track bed as a rail line crosses a bridgeTime to Go to Plan B
We had a plan, and it was a good one. Plan A actually seemed to work for a while, but then troubles began. And now things look very bleak. We have a Plan B, but people don't want to go to it. Why not?

July 7, 2021

A hang glider pilot taking offTime to Let Go of Plan A
We had a plan. It was a good one. Our plan seemed to work for a while. But then troubles began. And now things look very bleak. But people can't let go of the plan. For some teams in this situation, there isn't a Plan B. For others, Plan B is a secret.

June 30, 2021

Handling Q&A after a presentationAnswering Questions You Can't Answer
When someone asks an unanswerable question, many of us respond by asking for clarification. That path can lead to trouble. Responding to a question with a question can seem defensive, or worse. How can you answer a question you can't answer?

March 10, 2021

NASA's Mars Climate Orbiter, which was lost on attempted entry into Mars orbitOn Repeatable Blunders
When organizations make mistakes, they sometimes acknowledge them and learn how to avoid repeating them. And sometimes they conceal them or even deny they happened. When they conceal mistakes or deny they occurred, repetition is more likely.

October 21, 2020

Dummy LCTs (Landing Craft, Tank) used as decoys in harbors in the period before D-Day, 1944Projection Deception
Practitioners of the dark side of workplace politics are skilled in the art of deception. One technique involves exploiting psychological projection on the part of the person deceived.

February 12, 2020

Three gulls excluding a fourthUnrecognized Bullying: II
Much workplace bullying goes unrecognized because of cognitive biases that can cause targets, bystanders, perpetrators, and supervisors of perpetrators not to notice bullying. Confirmation bias is one such cognitive bias.

February 5, 2020

Three gulls excluding a fourthUnrecognized Bullying: I
Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see some bullying as bullying.

December 4, 2019

Benches at the beachImplicit Interrogation Tactics
When one person tries surreptitiously to extract information from another at work, an implicit interrogation is taking place. Here are seven tactics that people use to interrogate others without revealing what they're doing.

November 27, 2019

What an implicit interrogation can look likeImplicit 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?

April 17, 2019

Prototypes of President Trump's "border wall."Gratuitous Complexity as a Type III Error
Some of the technological assets we build — whether hardware, software, or procedures — are gratuitously complex. That's an error, but an error of a special kind: it can be the correct solution to the wrong problem.

April 10, 2019

Gold ingotsCareer 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.

April 3, 2019

The Striped Anglerfish, Antennarius striatusCareer Opportunity or Career Trap: I
When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably is. Although it's easy to decline free vacations, declining career opportunities is another matter. Here's a look at indicators that a career opportunity might be a career trap.

January 9, 2019

Publicity photo of American entertainer Bert Lahr, promoting his role as the Cowardly Lion in the 1939 feature film, The Wizard of Oz.What Is Hypophora?
Hypophora is a rhetorical device that enables its users to deliver simple messages with enhanced power. But it has a dark side. The people who read or hear those messages tend to assess them as having more merit than they do.

August 22, 2018

The Jolly RogerDealing with Credit Appropriation
Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation.

May 23, 2018

Jeffrey Skilling, in a mug shot taken in 2004 by the United States Marshals ServiceNarcissistic 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?

May 16, 2018

Portrait of a woman titled "Monomania of Envy"Narcissistic Behavior at Work: VIII
Narcissistic behavior at work can have roots in attitudes and beliefs. Understanding which attitudes or beliefs underlie narcissistic behavior can sometimes have predictive value. Among such attitudes or beliefs are those related to envy.

May 9, 2018

Jump ball in a game of basketballUnethical Coordination
When an internal department or an external vendor is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What's the nature of that conflict, and what ethical breaches can occur?

May 2, 2018

A shark of unspecified speciesNarcissistic Behavior at Work: VII
Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard.

April 25, 2018

Mistletoe growing in abundance in the Wye Valley, WalesNarcissistic Behavior at Work: VI
Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends.

April 18, 2018

A high-occupancy vehicle lane on Interstate 5 northbound near Shoreline, WashingtonNarcissistic Behavior at Work: V
When someone at work exhibits narcissistic behavior, others respond. Some respond by accommodating the behavior, and those accommodations can include special and favorable treatment of the person behaving narcissistically. That's one place where trouble can begin.

April 11, 2018

Santa Claus arrives at 57th and Broadway in New York in the Macy's Thanksgiving Day ParadeNarcissistic Behavior at Work: IV
Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration.

April 4, 2018

A Mustang GT illegally occupying two parking spaces at Vaughan Mills Mall, OntarioNarcissistic Behavior at Work: III
People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people.

March 14, 2018

Donald Trump, as a candidate for the nomination of the Republican Party for President in 2016Is It Arrogance or Confidence?
Confusing arrogance and confidence can cause real trouble — or lost opportunities. What exactly is the difference between them?

March 7, 2018

George Orwell's 1933 press card photo issued by the Branch of the National Union of JournalistsNarcissistic 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.

February 28, 2018

Daffodils of the variety Narcissus 'Barrett Browning'Narcissistic Behavior at Work: I
Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there.

August 9, 2017

A hot dog with mustard on a bunCounterproductive Knowledge Workplace Behavior: II
In knowledge-oriented workplaces, counterproductive work behavior takes on forms that can be rare or unseen in other workplaces. Here's Part II of a growing catalog.

December 14, 2016

Bee with pollenDealing with Meeting Hijackings
When you haven't prevented a meeting hijacking, and you believe a hijacking is underway, what can you do? How can you regain control?

December 7, 2016

A computer mouse, the tool we use so often to hijack our own mindsPreventing Meeting Hijacking
Meeting leads, meeting chairs, and facilitators must be prepared to deal with meeting hijackers. Hesitation, or any ineffectual action, enhances the hijacker's chances of success. Here are suggestions for preventing hijacking.

November 30, 2016

A leopard stalking its preyHow to Hijack Meetings
Recognizing the tactics meeting hijackers use is the first step to reducing the incidence of this abuse. Here are some of those tactics.

November 23, 2016

Derailment of Northeast Illinois Regional Commuter Train 504 on September 17, 2005Why People Hijack Meetings
When as chair of a meeting, you have difficulty completing a reasonable agenda, you might be the target of a hijacking. Here's Part I of a series exploring meeting hijacking.

September 21, 2016

Police line tapeCounterproductive 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.

September 14, 2016

A pitcher plantBehavioral 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.

September 7, 2016

A forest fireCultural Indicators of Political Risk
Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators of political risk?

April 27, 2016

Two varieties of "Stupid" buttonsPushing the "Stupid" Button
Some people know exactly how to lead others to feel ignorant or unintelligent. Here's a little catalog of tactics to watch for.

December 2, 2015

Harry S. Truman (front, second from left) and Joseph Stalin (front, left) meeting at the Potsdam Conference on July 18, 1945Suppressing Dissent: II
Disagreeing with the majority in a meeting, or in some cases, merely disagreeing with the Leader, can lead to isolation and other personal difficulties. Here is Part II of a set of tactics used by Leaders who choose not to tolerate differences of opinion, emphasizing the meeting context.

November 25, 2015

Arthur M. Schlesinger, Jr.Suppressing Dissent: I
In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.

December 24, 2014

Head of the philosopher Carneades (215-129 BCE)The Perils of Novel Argument
When people use novel or sophisticated arguments to influence others, the people they're trying to influence are sometimes subject to cognitive biases triggered by the nature of the argument. This puts them at a disadvantage relative to the influencer. How does this happen?

November 26, 2014

Gen. Douglas MacArthur (left) and Willie Keeler (right)Ten Approaches to Managing Project Risks: II
Managing risk entails coping with unwanted events that might or might not happen, and which can be costly if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.

November 19, 2014

Rick Piltz, former senior associate in the U.S. Climate Change Science ProgramTen Approaches to Managing Project Risks: I
Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary of the options for managing risk.

February 12, 2014

Nemesis by Albrecht DurerSome Hazards of Skip-Level Interviews: III
Skip-level interviews — dialogs between a subordinate and the subordinate's supervisor's supervisor — can be hazardous. Here's Part III of a little catalog of the hazards, emphasizing subordinate-initiated skip-level interviews.

February 5, 2014

Three Card Monte, Jaffa, IsraelSome Hazards of Skip-Level Interviews: II
Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor. They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.

January 29, 2014

J. R. R. Tolkien (aged 24) in army uniform. Photograph taken in 1916.Some Hazards of Skip-Level Interviews: I
Although skip-level interviews have their place, they can be dangerous, explosive, and harmful to the organization. What are the dangers?

July 3, 2013

An inflatable aircraft of the U.S. Ghost Army in World War IIActive Deceptions at Work
Among the vast family of workplace deceptions, those that involve presenting fiction as reality are among the most exasperating, because we sometimes feel fooled or gullible. Lies are the simplest example of this type, but there are others, and some are fiendishly clever.

June 26, 2013

An orchid mantis (Hymenopus coronatus) perched on an orchidPassive Deceptions at Work
Among the vast family of workplace deceptions, those that involve camouflage are both the most common and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace deception.

June 19, 2013

Monarch butterfly (top) and Viceroy (bottom)Deceptive Communications at Work
Most workplace communication training emphasizes constructive uses of communication. But when we also understand how communication can be abused, we're better able to defend ourselves from abusive communication. One form of abusive communication is deception.

May 1, 2013

George Orwell's 1933 press card photo issued by the Branch of the National Union of JournalistsDevious Political Tactics: Mis- and Disinformation
Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation, disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.

December 19, 2012

Malibu beach at sunsetFailure Foreordained
Performance Improvement Plans help supervisors guide their subordinates toward improved performance. But they can also be used to develop documentation to support termination. How can subordinates tell whether a PIP is a real opportunity to improve?

August 29, 2012

Allied leaders at the Yalta Conference in February, 1945Devious Political Tactics: More from the Field Manual
Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.

November 7, 2007

Former U.S. Secretary of State Colin PowellDevious Political Tactics: A Field Manual
Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.

July 20, 2005

The Great WallDevious Political Tactics: Divide and Conquer, Part II
While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of these tactics.

July 6, 2005

The Roman ColosseumDevious Political Tactics: Divide and Conquer, Part I
While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate you to find another way.

September 29, 2004

Scott McLellan, White House Press Secretary, 2003-2006Devious 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?

October 15, 2003

Three-legged racing teamDevious Political Tactics: The Three-Legged Race
The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?

October 1, 2003

A rhinestone-decorated pacifierDevious Political Tactics: The False Opportunity
Workplace politics can make any environment dangerous, both to your career and to your health. This excerpt from my little catalog of devious political tactics describes the false opportunity, which appears to be a chance to perform, to contribute, or to make a real difference. It's often something else.

September 24, 2003

A credit thiefDevious 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.

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