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.

Coming June 7: Toxic Disrupters: Tactics

Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.

And on June 14: Pseudo-Collaborations

Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.

Other topical archives:

February 15, 2023

Four 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

Downscoping 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

Incoherent 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

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

On 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

Obscuring 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

Comply, 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

On 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

Covert 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

On 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

Time 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

Time 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

Answering 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

On 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

Projection 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

Unrecognized 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

Unrecognized 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

Implicit 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

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?

April 17, 2019

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

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.

April 3, 2019

Career 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

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

Dealing 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

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?

May 16, 2018

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

Unethical 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

Narcissistic 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

Narcissistic 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

Narcissistic 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

Narcissistic 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

Narcissistic 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

Is 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

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.

February 28, 2018

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

Counterproductive 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

Dealing 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

Preventing 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

How 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

Why 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

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.

September 14, 2016

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.

September 7, 2016

Cultural 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

Pushing 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

Suppressing 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

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

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

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

Ten 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

Some 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

Some 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

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

Active 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

Passive 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

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

Devious 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

Failure 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

Devious 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

Devious 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

Devious 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

Devious 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

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?

October 15, 2003

Devious 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

Devious 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

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.