Here are links to the previous issues of Point Lookout that touch on workplace politics. Bookmark this page. Or browse the Point Lookout archive by date. Subscribe now.
Coming December 11: White Water Rafting as a Metaphor for Group Development- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
And on December 18: Subgrouping and Conway's Law- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
Other topical archives:
July 3, 2024
Additive bias…or Not: II- Additive bias is a cognitive bias that many believe contributes to bloat of commercial products. When we change products to make them more capable, additive bias might not play a role, because economic considerations sometimes favor additive approaches.
June 26, 2024
Additive bias…or Not: I- When we alter existing systems to enhance them, we tend to favor adding components even when subtracting might be better. This effect has been attributed to a cognitive bias known as additive bias. But other forces more important might be afoot.
June 19, 2024
Rescheduling: the Politics of Choice- When the current project schedule no longer leads to acceptable results, we must reschedule. When we reschedule, organizational politics can determine the choices we make. Those choices can make the difference between success and a repeat of failure.
June 12, 2024
Rescheduling: The Paradox of Politics- When the current project schedule no longer leads to acceptable results, we must reschedule. Sometimes political factors compel us to not only delay our results, but also to produce those results in ways that accommodate organizational politics.
February 14, 2024
Briefing Uphill- Briefing small groups is a common occurrence for members of most organizations. Briefing executives is one of the more challenging forms of such exercises. Here are 14 guidelines for briefing uphill successfully.
February 7, 2024
Responses 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.
September 20, 2023
Personal Boundaries at Work- We often speak of setting boundaries at work — limitations on what we can reasonably ask of each other. We speak of them, but we don't always honor them. They can be easier to remember and honor if we regard them as freedoms rather than boundaries.
August 9, 2023
Recapping One-on-One Meetings- Some short one-on-one meetings produce important decisions without third-party witnesses. Instead of relying on fickle memory to capture these results, send a recap by email immediately afterwards. Recaps improve decisions and make them more durable.
April 5, 2023
The Fallacy of Division- Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results.
March 22, 2023
Fear/Anxiety Bias: II- When people sense that reporting the true status of the work underway could be career-dangerous, some shade or "spin" their reports. Managers then receive an inaccurate impression of the state of the organization. Here are five of the patterns people use.
March 15, 2023
Fear/Anxiety Bias: I- When people don't feel safe enough to report the true status of the work underway in an organization, managers receive an inaccurate impression of the state of the organization. To understand this dynamic, we must understand psychological safety.
January 25, 2023
Some Consequences of Blaming- Both blame-oriented cultures and accountability-oriented cultures can learn from their mistakes. Accountability-oriented cultures learn how to avoid repeating their mistakes. Blame-oriented cultures learn how to repeat their mistakes.
January 4, 2023
The Politics of Forming Joint Leadership Teams- Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from both the politics of the joint leadership team and the politics of the organization hosting it.
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.
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.
April 13, 2022
Cassandra at Work- When a team makes a wrong choice, and only a tiny minority advocated for what turned out to have been the right choice, trouble can arise when the error at last becomes evident. Maintaining team cohesion can be a difficult challenge for team leaders.
January 26, 2022
Cyber Rumors in Organizations- Rumor management practices in organizations haven't kept up with rumor propagation technology. Rumors that propagate by digital means — cyber rumors — have longer lifetimes, spread faster, are more credible, and are better able to reinforce each other.
December 15, 2021
Do My Job- A popular guideline in modern workplaces is "do your job." The idea is that if we all do our jobs, success is most likely. But some supervisors demand that subordinates do their own jobs, plus the jobs of their supervisors. It rarely works out well.
December 8, 2021
Surviving Incompetence: II- When your organization undertakes a misguided effort that will certainly fail, you have options. One is to head for the exit. To search for a new position in such circumstances requires some care. Example: an internal transfer might not really be an exit.
December 1, 2021
Surviving Incompetence: I- When your organization decides to undertake an effort that will certainly fail, you have options. Continuing to oppose the decision probably isn't one of them. How can you respond to this incompetence and emerge with your career intact?
November 24, 2021
Three Levels of Deception at Work- Deception in workplace politics is probably less common than many believe. Still, being ensnared in a deception can be a costly and upsetting experience. A valuable skill is recognizing the three types of deceptions: strategic, operational, and tactical.
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.
September 1, 2021
Bad Trouble: Coping strategies- When Bad Trouble develops at work people make choices about coping. If they cope constructively, they have choices about how to do that. Even those who don't cope constructively have choices. Here's a survey of the wide range of choices people make.
August 25, 2021
Bad Trouble: Misdirection- When Bad Trouble develops at work we have a chance to see what our organizational cultures are made of. Many of our colleagues respond constructively. When they don't, misdirection tactics are popular. Here's a little catalog of misdirection responses.
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?
December 16, 2020
Flattery and Its Perils- Flattery is a tool of manipulation. When skillfully employed, it's difficult to distinguish from praise or admiration. When we confuse flattery with praise, we are in peril.
July 8, 2020
Multi-Expert Consensus- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact.
June 17, 2020
An Introduction to Workplace Ostracism- We say that a person has been ostracized from a group when that person is ignored by the members of that group or excluded from participating in that group's activities, and when we might otherwise expect that person to be a member. Workplace ostracism can have expensive consequences for the enterprise.
June 3, 2020
Capability Inversions and the Dunning-Kruger Effect- A capability inversion occurs when the person in charge of an effort is far less knowledgeable about the work involved or its purpose than are the people doing that work. In capability inversions, the Dunning-Kruger effect can intensify group dysfunction, sometimes severely disrupting the effort.
May 27, 2020
Concealed Capability Inversions: Questions- A capability inversion occurs when the person in charge of an effort is far less knowledgeable than are the people doing that work. Capability inversions are common and usually harmless if effectively addressed. But when the person in charge conceals the inversion, and falsely claims expertise he or she lacks, trouble looms.
May 20, 2020
Hidden Missions- When you meet people who seem unfit for their jobs, think carefully before asking yourself why they aren't replaced immediately. It's possible that they're in place because they're fulfilling hidden missions.
April 29, 2020
Intentionally Misreporting Status: II- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. Reporting the real situation can be so difficult, in part, because of fear, ambition, and self-delusion.
April 22, 2020
Intentionally Misreporting Status: I- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity?
April 15, 2020
Incompetence: Traps and Snares- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs.
September 11, 2019
Availability and Self-Assessments- In many organizations, employees develop self-assessments as a part of the performance review process. Because of a little-known effect related to the Availability Heuristic, these self-assessments can be biased against the employee.
August 14, 2019
Workplace Politics and Social Exclusion: II- In workplace politics, social exclusion can be based on the professional role of the target, the organizational role of the target, or personal attributes of the target. Each kind has its own effects. Each requires specific responses.
August 7, 2019
- Workplace Politics and Social Exclusion: I
- In the workplace, social exclusion is the practice of systematically excluding someone from activities in which they would otherwise be invited to participate. When used in workplace politics, it's ruinous for the person excluded, and expensive to the organization.
July 3, 2019
Appearance Anti-patterns: II- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help.
June 26, 2019
Appearance Anti-patterns: I- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects.
June 19, 2019
I Don't Understand: II- Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification. How can we do that without seeming to be hostile, threatening, or disrespectful?
June 12, 2019
I Don't Understand: I- When someone makes a statement or offers an explanation that's unclear or ambiguous, there are risks associated with asking for clarification. The risks can seem so terrifying that we decide not to ask. What keeps us from seeking clarification?
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 30, 2019
Conway's Law and Technical Debt- Conway's Law is an observation that the structures of systems we design tend to replicate our communication patterns. This tendency might also contribute to their tendency to accumulate what we now call technical debt.
January 23, 2019
Judging Others- Being "judgmental" is a stance most people recognize as transgressing beyond widely accepted social norms. But what's the harm in judging others? And why do so many people do it so often?
October 3, 2018
Congruent Decision Making: II- Decision makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit.
September 26, 2018
Congruent Decision Making: I- Decision makers who rely on incomplete or biased information are more likely to make faulty decisions. Congruent decision making can limit the incidence of bad decisions.
September 19, 2018
Columbo Tactics: II- This is Part II of a series showing how the less powerful can adapt the tactics of TV detective Lt. Columbo when they're interacting with the more powerful.
September 12, 2018
Columbo Tactics: I- When the less powerful must deal with the more powerful, or the much more powerful, the less powerful can gain important advantages by adapting the strategy and tactics of the TV detective Lt. Columbo. Here's Part I of a collection of his tactics.
September 5, 2018
Columbo Strategy- A late 20th-century television detective named Columbo had a unique approach to cracking murder cases. His method is just as effective at work when the less powerful must deal with the powerful.
August 29, 2018
Please Reassure Them- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you.
July 25, 2018
Exploiting Functional Fixedness: II- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness.
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.
December 6, 2017
Reframing Revision Resentment: I- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden.
November 15, 2017
Exploiting Functional Fixedness: I- Functional fixedness is a cognitive bias that creates difficulty in seeing novel uses of things that have familiar uses. Some devious moves in workplace politics exploit functional fixedness.
August 23, 2017
Look Where You Aren't Looking- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events?
June 21, 2017
Anticipate Counter-Communication- Effective communication enables two parties to collaborate. Counter-communication is information provided by a third party that contradicts the basis of agreements or undermines that collaboration.
June 14, 2017
Power Affect- Expressing one's organizational power to others is essential to maintaining it. Expressing power one does not yet have is just as useful in attaining it.
June 7, 2017
The Knowledge One-Upmanship Game- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate.
March 22, 2017
Unanswerable Questions- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable questions and how can we respond?
March 15, 2017
Influence and Belief Perseverance- Belief perseverance is the pattern that causes us to cling more tightly to our beliefs when contradictory information arrives. Those who understand belief perseverance can use it to manipulate others.
March 8, 2017
The Opposite of Influence- The question of why some people are so influential has a partner question: why are others largely ignored, or opposed, even when their contributions are valuable?
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?
September 30, 2015
The Artful Shirker- Most people who shirk work are fairly obvious about it, but some are so artful that the people around them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
September 23, 2015
How to Deal with Holding Back- When group members voluntarily restrict their contributions to group efforts, group success is threatened and high performance becomes impossible. How can we reduce the incidence of holding back?
September 16, 2015
Holding Back: II- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams. Here is Part II of our exploration of mechanisms that account for team members' holding back effort they could contribute.
September 9, 2015
Holding Back: I- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?
August 19, 2015
When the Answer Isn't the Point: II- Sometimes, when we ask questions, we're more interested in eliciting behavior from the person questioned, rather than answers. Here's Part II of a set of techniques questioners use when the answer to the question wasn't the point of asking.
August 12, 2015
When the Answer Isn't the Point: I- When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking.
June 10, 2015
The Perils of Limited Agreement- When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement is constructive, but there are risks. What are those risks and what can we do about them?
June 3, 2015
Just Make It Happen- Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen." We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated by ambition or ignorance — or both.
January 7, 2015
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.
December 31, 2014
The Power and Hazards of Anecdotes: I- Anecdotes are short stories — sometimes just a single sentence. They're powerful tools of persuasion, but they can also be dangerous, to both anecdote tellers and anecdote listeners.
August 20, 2014
You Can't Control What Other People Think- Ever think that the world would be a much better place if you could control what other people think? Maybe it would be. And maybe not...
April 9, 2014
On Snitching at Work: II- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you to the risk of retribution. That's why the reporting decision must consider the need for safety.
April 2, 2014
On Snitching at Work: I- Some people have difficulty determining the propriety of reporting violations to authorities at work. Proper or not, reporting violations can be simultaneously both risky and necessary.
December 25, 2013
Projects as Proxy Targets: II- Most projects have both supporters and detractors. When a project has been approved and execution begins, some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
December 18, 2013
Projects as Proxy Targets: I- Some projects have detractors so determined to prevent project success that there's very little they won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
November 20, 2013
Ego Depletion: An Introduction- Ego depletion is a recently discovered phenomenon that limits our ability to regulate our own behavior. It explains such seemingly unrelated phenomena as marketing campaign effectiveness, toxic conflict contagion, and difficulty losing weight.
October 9, 2013
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?
October 2, 2013
Not Really Part of the Team: I- Some team members hang back. They show little initiative and have little social contact with other team members. How does this come about?
September 25, 2013
Social Entry Strategies: II- When we first engage with a group at work, we employ social entry strategies to make places for ourselves to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of a little catalog of social entry strategies.
September 18, 2013
Social Entry Strategies: I- Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes called social entry. We use social entry strategies to make places for ourselves in social groups at work.
August 14, 2013
Staying in Abilene- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens when groups fail even to consider changing something that everyone would agree needs changing.
July 10, 2013
Workplace Politics and Type III Errors- Most job descriptions contain few references to political effectiveness, beyond the fairly standard collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political sophistication, understanding the political content of our jobs is important.
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.
March 13, 2013
Before You Blow the Whistle: II- When organizations become aware of negligence, miscalculations, failures, wrongdoing, or legal infractions, they often try to conceal the bad news. People who disagree with the concealment activity sometimes decide to reveal what the organization is trying to hide. Here's Part II of our catalog of methods used to suppress the truth.
March 6, 2013
Before You Blow the Whistle: I- When organizations know that they've done something they shouldn't have, or they haven't done something they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can be especially ruthless.
January 2, 2013
Coercion by Presupposition- Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal responsibility for ending it.
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?
November 28, 2012
Why Others Do What They Do- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly why others do what they do. Here are some of the ways we get this wrong.
September 19, 2012
No Tangles- When we must say "no" to people who have superior organizational power, the message sometimes fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere. How does this happen?
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.
July 18, 2012
Ground Level Sources of Scope Creep- We usually think of scope creep as having been induced by managerial decisions. And most often, it probably is. But most project team members — and others as well — can contribute to the problem.
April 11, 2012
Reactance and Micromanagement- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden, or to not do what is required. This phenomenon — called reactance — might explain some of the dynamics of micromanagement.
March 28, 2012
Workplace Politics and Integrity- Some see workplace politics and integrity as inherently opposed. One can participate in politics, or one can have integrity — not both. This belief is a dangerous delusion.
February 1, 2012
Social Transactions: We're Doing It My Way- We have choices about how we conduct social transactions — greetings, partings, opening doors, and so on. Some transactions require that we collaborate with others. In social transactions, how do we decide whose preferences rule?
January 11, 2012
On Advice and Responsibility- Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail risk. How can this happen, and what choices do we have?
December 21, 2011
When Your Boss Conveys Misinformation- When your boss misspeaks — innocently, as opposed to deviously — what should you do? Corrections are not always welcome, but failing to offer corrections can be equally dangerous. How can you tell what to do?
October 19, 2011
How to Stop Being Overworked: II- Although many of us are overloaded as a result of our own choices, some are overloaded by abusive supervisors. If you find yourself in that situation, what can you do?
October 12, 2011
How to Stop Being Overworked: I- If you feel overworked, you probably are. Here are some tactics for those who want to bring an end to it, or at least, lighten the load.
October 5, 2011
How Did I Come to Be So Overworked?- You're good at your job, but there's just too much of it, and it keeps on coming. Your boss doesn't seem to realize how much work you do. How does this happen?
September 21, 2011
Telephonic Deceptions: II- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in the rest of life. But the technologies of the modern workplace offer new opportunities to practice the art. Here's Part II of a handy guide for telephonic self-defense.
September 14, 2011
Telephonic Deceptions: I- People have been deceiving each other at work since the invention of work. Nowadays, with telephones ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic self-defense.
September 7, 2011
Inappropriate Levels of Regard- The regard we have for others as people is sometimes influenced by the regard we have for the work they do. Confusing the two is a dangerous error.
May 18, 2011
How to Create Distrust- A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.
April 6, 2011
OODA at Work- OODA is a model of decision making that's especially useful in rapidly evolving environments, such as combat, marketing, politics, and emergency management. Here's a brief overview.
March 9, 2011
Rope-A-Dope in Organizational Politics- Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying it to workplace politics at the organizational scale.
February 9, 2011
How Pet Projects Get Resources: Cleverness- When pet projects thrive in an organization, they sometimes depend on the clever tactics of those who nurture them to secure resources despite conflict with organizational priorities. How does this happen?
February 2, 2011
How Pet Projects Get Resources: Abuse- Pet projects thrive in many organizations — even those that are supposedly "lean and mean." Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?
January 26, 2011
Why There Are Pet Projects- Pet projects are common in organizations, including organizations with healthy and mature planning processes. They usually consume resources at levels beyond what the organization intends, which raises the question of their genesis: Where do pet projects come from?
November 24, 2010
Beyond Our Control- When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed. We could have done more. But is that really true? Aren't some things beyond our control?
November 17, 2010
Durable Agreements- People at work often make agreements in which they commit to cooperate — to share resources, to assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
October 13, 2010
The Politics of the Critical Path: II- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience the unique politics of the critical path.
September 22, 2010
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.
September 1, 2010
What Insubordinate Nonsubordinates Want: III- When you're responsible for an organizational function, and someone not reporting to you doesn't comply with policies you rightfully established, trouble looms. What role do supervisors play?
August 25, 2010
What Insubordinate Nonsubordinates Want: II- When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
August 18, 2010
What Insubordinate Nonsubordinates Want: I- When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
August 4, 2010
On Being the Canary- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are the risks? What are the risks of not raising the issue?
June 30, 2010
How to Undermine Your Boss- Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for "How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this one's for you.
June 16, 2010
Stalking the Elephant in the Room: II- When everyone is thinking something that no one dares discuss, we say that there is "an elephant in the room." Free-ranging elephants are expensive and dangerous to both the organization and its people. Here's Part II of a catalog of indicators that elephants are about.
June 9, 2010
Stalking the Elephant in the Room: I- The expression "the elephant in the room" describes the thought that most of us are thinking, and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging elephants present intolerable risks to both the organization and its people.
June 2, 2010
Communication Traps for Virtual Teams: II- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
May 26, 2010
Communication Traps for Virtual Teams: I- Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?
May 19, 2010
- The Perils of Political Praise
- Political Praise is any public statement, praising (most often) an individual, and including a characterization of the individual or the individual's deeds, and which spins or distorts in such a way that it advances the praiser's own political agenda, possibly at the expense of the one praised.
May 12, 2010
Unwanted Hugs from Strangers- Some of us have roles at work that expose us to unwanted hugs from people we don't know. After a while, this experience can be far worse than merely annoying. How can we deal with unwanted hugs from strangers?
April 21, 2010
How to Undermine Your Subordinates- People write to me occasionally that their bosses undermine them, but I know there are bosses who want to do more undermining than they are already doing. So here are some tips for bosses aspiring to sink even lower.
March 10, 2010
Guidelines for Delegation- Mastering the art of delegation can increase your productivity, and help to develop the skills of the people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
February 24, 2010
The Power of Situational Momentum- For many of us, the typical workday presents a series of opportunities to take action. We often approach these situations by choosing among the expected choices. But usually there are choices that exploit situational momentum, and they can be powerful choices indeed.
February 17, 2010
The Politics of Lessons Learned- Many organizations gather lessons learned — or at least, they believe they do. Mastering the political subtleties of lessons learned efforts enhances results.
January 27, 2010
What You See Isn't Always What You Get- We all engage in interpreting the behavior of others, usually without thinking much about it. Whenever you notice yourself having a strong reaction to someone's behavior, consider the possibility that your interpretation has outrun what you actually know.
January 20, 2010
What Do You Need?- When working issues jointly with others, especially with one other, we sometimes hear, "What do you need to make this work?" Your answers can doom your effort — or make it a smashing success.
December 23, 2009
How to Avoid Responsibility- Taking responsibility and a willingness to be held accountable are the hallmarks of either a rising star in a high-performance organization, or a naïve fool in a low-performance organization. Either way, you must know the more popular techniques for avoiding responsibility.
October 28, 2009
The Attributes of Political Opportunity: The Finer Points- Opportunities come along even in tough times. But in tough times like these, it's especially important to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to assist you in your detective work.
October 21, 2009
The Attributes of Political Opportunity: The Basics- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish between true opportunities and high-risk adventures. Here are some of the attributes of desirable political opportunities.
August 26, 2009
I've Got Your Number, Pal- Recent research has uncovered a human tendency — possibly universal — to believe that we know others better than others know them, and that we know ourselves better than others know themselves. These beliefs, rarely acknowledged and often wrong, are at the root of many a toxic conflict of long standing.
May 20, 2009
Pumpers- In workplace politics, some people always seem to be seeking information about others, but they give very little in return. They're pumpers. What can you do to deal with pumpers?
May 6, 2009
Political Framing: Strategies- In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some strategies framers use.
April 29, 2009
Political Framing: Communications- In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some communications tactics framers use.
February 11, 2009
How to Avoid a Layoff: Your Situation- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for positioning yourself in the organization to reduce the chances that you will be laid off.
October 15, 2008
When You're the Least of the Best: II- Many professions have entry-level roles that combine education with practice. Although these "newbies" have unique opportunities to learn from veterans, the role's relatively low status sometimes conflicts with the self-image of the new practitioner. Comfort in the role makes learning its lessons easier.
October 8, 2008
When You're the Least of the Best: I- The path to the pinnacle of many professions leads through an initiate or intern stage in which the new professional plays a role designed to facilitate learning, especially from those more experienced. For some, this role is frustrating and difficult. Comfort in the role makes learning its lessons easier.
September 24, 2008
The Advantages of Political Attack: III- In workplace politics, attackers have significant advantages that explain, in part, their surprising success rate. In this third part of our series on political attacks, we examine the psychological advantages of attackers.
September 17, 2008
The Advantages of Political Attack: II- In workplace politics, attackers are often surprisingly successful with even the flimsiest assertions. Often, they prevail, in part, because they can choose the time and venue for their attacks. They also have the advantage of preparation. How can targets respond effectively?
September 10, 2008
Lateral Micromanagement- Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another. Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power and rank, and it is toxic to teams.
September 3, 2008
The Advantages of Political Attack: I- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond effectively?
August 27, 2008
Stonewalling: II- Stonewalling is a tactic of obstruction. Some less sophisticated tactics rely on misrepresentation to gum up the works. Those that employ bureaucratic methods are more devious. What can you do about stonewalling?
August 20, 2008
Stonewalling: I- Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the stonewaller hopes to gain advantage. What can you do about stonewalling?
August 13, 2008
Conflicts of Interest in Reporting- Reporting is the process that informs us about how things are going in the organization and its efforts. Unfortunately, the people who do the reporting often have a conflict of interest that leads to misleading and unreliable reports.
August 6, 2008
Projection Errors at Work- Often, at work, we make interpretations of the behavior of others. Sometimes we base these interpretations not on actual facts, but on our perceptions of facts. And our perceptions are sometimes erroneous.
July 30, 2008
Obstructionist Tactics: II- Teams and groups depend for their success on highly effective cooperation between their members. If even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part II of a little catalog of tactics.
July 23, 2008
- Obstructionist Tactics: I
- Teams and groups depend for their success on highly effective cooperation between their members. If even one person is unable or unwilling to cooperate, the team's performance is limited. What tactics do obstructors use?
July 9, 2008
Approval Ploys- If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval seekers use to enhance their success rates. Here are some tactics approval seekers use.
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.
October 24, 2007
Worst Practices- We hear a lot about best practices, but hardly anybody talks about worst practices. So as a public service, here are some of the best worst practices.
August 29, 2007
More Indicators of Scopemonging- Scope creep — the tendency of some projects to expand their goals — is usually an unintended consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to overcome budgetary and political obstacles.
August 22, 2007
Scopemonging: When Scope Creep Is Intentional- Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.
August 8, 2007
Unwelcome Workplace Hugs- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
August 1, 2007
About Workplace Hugs- In the past twenty years in the United States, we've changed from a relatively hug-free workplace culture to one that, in some quarters, seems to be experiencing a hugging tsunami. Knowing how to deal with hugging is now a valuable skill.
July 25, 2007
My Boss Gabs Too Much- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but today you have a tight deadline, so you're royally ticked. What can you do?
July 18, 2007
Reverse Micromanagement- Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.
July 11, 2007
Ethical Influence: II- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can we be certain that our influence isn't manipulation? How can we influence others ethically?
July 4, 2007
- Ethical Influence: I
- Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.
June 20, 2007
More Stuff and Nonsense- Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.
June 13, 2007
Things We Believe That Maybe Aren't So True- Maxims and rules make life simpler by eliminating decisions. And they have a price: they sometimes foreclose options that would have worked better than anything else. Here are some things we believe in maybe a little too much.
June 6, 2007
Hostile Collaborations- Sometimes collaboration with people we hold in low regard can be valuable. If we enter a hostile collaboration without first accepting both the hostility and the value, we might sabotage it outside our awareness, and that can render the effort worthless — or worse. What are the dynamics of hostile collaborations, and how can we do them well?
May 30, 2007
Snares at Work- Stuck in uncomfortable situations, we tend to think of ourselves as trapped. But sometimes it is our own actions that keep us stuck. Understanding how these traps work is the first step to learning how to deal with them.
April 4, 2007
Dismissive Gestures: III- Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.
March 28, 2007
Dismissive Gestures: II- In the modern organization, since direct verbal insults are considered "over the line," we've developed a variety of alternatives, including a class I call "dismissive gestures." They hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog of dismissive gestures.
March 21, 2007
Dismissive Gestures: I- Humans are nothing if not inventive. In the modern organization, where verbal insults are deprecated, we've developed hundreds of ways to insult each other silently (or nearly so). Here's part one of a catalog of nonverbal insults.
March 7, 2007
How to Tell If You Work for a Nanomanager- By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.
December 27, 2006
Managing Pressure: Milestones and Deliveries- Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics and strategies for dealing with pressure.
December 20, 2006
Managing Pressure: The Unexpected- When projects falter, we expect demands for status and explanations. What's puzzling is how often this happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing pressure.
December 13, 2006
Managing Pressure: Communications and Expectations- Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.
December 6, 2006
- Using Indirectness at Work
- Although many of us value directness, indirectness does have its place. At times, conveying information indirectly can be a safe way — sometimes the only safe way — to preserve or restore well-being and comity within the organization.
November 15, 2006
Nasty Questions: II- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information. Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part two of a catalog of some favorite tactics.
November 8, 2006
Nasty Questions: I- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather, they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's political agenda. Here's part one a catalog of some favorite tactics.
October 4, 2006
Breaking the Rules- Many outstanding advances are due to those who broke rules to get things done. And some of those who break rules get fired or disciplined. When is rule breaking a useful tactic?
September 20, 2006
When You Think Your Boss Is Incompetent- After the boss commits even a few enormous blunders, some of us conclude that he or she is just incompetent. We begin to worry whether our careers are safe, whether the company is safe, or whether to start looking for another job. Beyond worrying, what else can we do?
September 13, 2006
How to Get a Promotion in Line- If you want a promotion in line — a promotion to the next supervisory level in your organization — what should you do now to make it come about? What risks are there?
August 23, 2006
How to Get Promoted in Place- Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that talk about promotions, getting promoted, or asking for promotions. What you do to get a promotion depends on what you're aiming for.
August 16, 2006
How to Get a Promotion: the Inside Stuff- Do you think you're overdue for a promotion? Many of us are, but are you doing all you can to make it happen? Start with a focus on you.
July 5, 2006
Are You a Fender?- Taking political risks is part of the job, especially if you want the challenges and rewards that come with increased responsibility. That's fair. But some people manage political risks by offloading them onto subordinates. Be certain that the risk burden you carry is really your own — and that you carry all of it yourself.
June 21, 2006
On Organizational Coups d'Etat- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
June 14, 2006
Knife-Edge Performers- Some employees deliver performance episodically, while some deliver steady, but barely adequate performance. Either way, they keep their managers drained and anxious, on the "knife edge" of terminating them. How can you detect knife-edge performers, and what can you do about them?
April 26, 2006
The High Cost of Low Trust: II- Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
April 19, 2006
The High Cost of Low Trust: I- We usually think of Trust as one of those soft qualities that we would all like our organizational cultures to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here are some of the ways we pay for low trust.
February 8, 2006
Ten Tactics for Tough Times: II- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part II of a set of approaches that can organize your thinking and shorten the obsessing.
February 1, 2006
Ten Tactics for Tough Times: I- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of approaches that can organize your thinking and shorten the obsessing.
December 21, 2005
Is It Blame or Is It Accountability?- When we seek those accountable for a particular failure, we risk blaming them instead, because many of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?
November 9, 2005
Empire Building- Empire builders create bases of power within the larger organization. Typically, they use these domains to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate through or around them?
August 31, 2005
Practice Positive Politics- Politics is a dirty word at work, as elsewhere. We think of it as purely destructive, often distorting decisions and leading the organization in wrong directions. And sometimes, it does. Politics can be constructive, though, and you can help to make it so.
July 20, 2005
Devious Political Tactics: Divide and Conquer: 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: 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.
June 15, 2005
When Others Curry Favor- When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse. Trying to stop those who curry favor probably isn't an effective strategy. What is?
June 8, 2005
Currying Favor- The behavior of the office kiss-up drives many people bats. It's more than annoying, though — it does real harm to the organization. What is the behavior?
February 16, 2005
Top Ten Signs of a Blaming Culture- The quality of an organization's culture is the key to high performance. An organization with a blaming culture can't perform at a high level, because its people can't take reasonable risks. How can you tell whether you work in a blaming culture?
October 20, 2004
When Leaders Fight- Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?
October 6, 2004
Patterns of Everyday Conversation- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself to deal with them, can keep you out of trouble and make you more effective and influential.
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?
January 7, 2004
There Are No Micromanagers- If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.
November 26, 2003
When Power Attends the Meeting- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting in on the meetings of your subordinates.
October 29, 2003
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?
October 22, 2003
Plopping- When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?
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.
August 15, 2001
When All Your Options Are Bad- When you have several options, and all seem politically risky, what can you do? Here are two guidelines to finding your way to a good outcome.
June 20, 2001
Illegal Dumping- To solve problems, we change existing policies or processes, or we create new ones. We try to make things better and sometimes we actually succeed. More often, we create new problems — typically, for someone else.
March 7, 2001
Workplace Politics Is Not a Game- We often think about "playing the game" — either with relish or repugnance. Whatever your level of skill or interest, you'll do better if you see workplace politics as it is. It is not a game.
February 28, 2001
The "What-a-Great-Idea!" Trap- You just made a great suggestion at a meeting, and ended up with responsibility for implementing it. Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas without risk of getting even more work to do?
January 3, 2001
Don't Staff the Ammo Dump- "Staffing the ammo dump" is the job of retrieving ammunition for someone else to use in a political attack on a third party. It's a dangerous role.
July 17, 2024
On Delegating Accountability: II- What happens to accountability when we delegate responsibility for a mission? As a result of delegation, the distribution of responsibility, authority, and accountability can assume any of eight possible forms. Here's a catalog.
July 10, 2024
- On Delegating Accountability: I
- As the saying goes, "You can't delegate your own accountability." Despite wide knowledge of this aphorism, people try it from time to time, especially when overcome by the temptation of a high-risk decision. What can you delegate, and how can you do it?
December 6, 2023
Off-Putting and Conversational Narcissism at Work: III- Having off-putting interactions is one of four themes of conversational narcissism. Here are six behavioral patterns that relate to off-putting interactions and how abusers use them to control conversations.
November 29, 2023
Off-Putting and Conversational Narcissism at Work: II- Having off-putting interactions is one of four themes of conversational narcissism. Here are five behavioral patterns that relate to off-putting interactions and how abusers employ them to distract conversation participants from the matter at hand.
November 22, 2023
Off-Putting and Conversational Narcissism at Work: I- Having off-putting interactions is one of four themes of conversational narcissism. Here are six behavioral patterns that relate to off-putting interactions and how abusers use them to control conversations.
November 15, 2023
Exhibitionism and Conversational Narcissism at Work: II- Exhibitionism is one of four themes of conversational narcissism. Here are six patterns of behavior that are exhibitionistic in the sense that they're intended not to advance the conversation, but rather to call the attention of others to the abuser.
November 8, 2023
Asymmetric Group Debate- Group debates at work can be difficult when the domains of expertise of participants don't overlap by much. Communicating is possible, though, if we believe in our shared goals and if we tackle the hard parts without an audience.
November 1, 2023
Exhibitionism and Conversational Narcissism at Work: I- Exhibitionism is one of four themes of conversational narcissism. Behavior considered exhibitionistic in this context is that which is intended to call the attention of others to the abuser. Here are six examples that emphasize exhibitionistic behavior.
October 25, 2023
Exploitation and Conversational Narcissism at Work: II- Exploitation of others is one of four themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are six examples that emphasize exploitation of others.
October 18, 2023
Exploitation and Conversational Narcissism at Work: I- Exploitation of others is one of four themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are five examples that emphasize exploitation of others.
October 11, 2023
Self-Importance and Conversational Narcissism at Work: II- Self-importance is one of four major themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are eight examples that emphasize self-importance.
October 4, 2023
- Self-Importance and Conversational Narcissism at Work: I
- Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing the participant's sense of self-importance.
July 12, 2023
Would Anyone Object?- When groups consider whether to adopt proposals, some elect to poll everyone with a question of the form, "Would anyone object if X?" It's a risky approach, because it can lead to damaging decisions that open discussion in meetings can avoid.
July 5, 2023
Fractures in Virtual Teams- Virtual teams — teams not co-located — do sometimes encounter difficulties maintaining unity of direction, or even unity of purpose. When they fracture, they do so in particular ways. Bone fractures provide a metaphor useful for guiding interventions.
May 31, 2023
When Your Boss Leaves Before You Do- At some point in your career, your supervisor will leave his or her position and you'll end up reporting to someone else. It can be a harrowing experience, even if you prepare. Nevertheless, preparation usually produces a better outcome than winging it.
May 17, 2023
Clouted Thinking- When we say that people have "clout" we mean that they have more organizational power or social influence than most others do. But when people with clout try to use it in realms beyond those in which they've earned it, trouble looms.
April 26, 2023
Confirmation Bias and Myside Bias- Although we regard ourselves as rational, a well-established body of knowledge shows that rationality plays a less-than-central role in our decision-making process. Confirmation Bias and Myside Bias are two cognitive biases that influence our decisions.
April 19, 2023
More Things I've Learned Along the Way: VI- When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.
April 12, 2023
Commenting on the Work of Others- Commenting on the work of others risks damaging relationships. It can make future collaboration more difficult. To be safe when commenting about others' work, know the basic principles that distinguish appropriate and inappropriate comments.
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.
January 11, 2023
Joint Leadership Teams: Risks- Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from the organizations that host them, from the teams they lead, or from within the joint leadership team itself.
November 30, 2022
Avoiding Speed Bumps: II- Many of the difficulties we encounter when working together don't create long-term harm, but they do cause delays, confusion, and frustration. Here's Part II of a little catalog of tactics for avoiding speed bumps.
November 23, 2022
Avoiding Speed Bumps: I- Many of the difficulties we encounter while working together have few long-term effects. They just cause delays, confusion, and frustration. Eventually we sort things out, but there is a better way: avoid the speed bumps.
September 28, 2022
- The Illusion of Explanatory Depth
- The illusion of explanatory depth is the tendency of humans to believe they understand something better than they actually do. Discovering the illusion when you're explaining something is worse than embarrassing. It can be career ending.
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.
August 31, 2022
Covert Obstruction in Teams: II- Some organizational initiatives enjoy the full support of the teams responsible for executing them. But some repeatedly confront attempts to deprive them of resources or to limit their progress. When team members covertly obstruct progress, what techniques do they use?
August 24, 2022
Covert Obstruction in Teams: I- Some organizational initiatives are funded and progressing, despite opposition. They continue to confront attempts to deprive them of resources or to limit their progress. When team members covertly obstruct progress, what techniques do they use?
May 11, 2022
Capability Inversions and Workplace Abuse- A capability inversion occurs when the person in charge of an effort is far less knowledgeable about the work than are the people doing that work. In some capability inversions, abusive behavior by the unit's leader might be misinterpreted as bullying.
May 4, 2022
Rational Scope Management- In project management, rational, responsible scope management helps us focus on the task at hand. But rational scope management lets us adapt our work to changes in external factors, and changes in our understanding of the problem.
March 9, 2022
Quasi-Narcissistic Quasi-Subordinates- One troublesome kind of workplace collaboration includes those that combine people of varied professions and ranks for a specific short-term mission. Many work well, but when one of the group members displays quasi-narcissistic behaviors, trouble looms.
November 3, 2021
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.
October 13, 2021
The Risks of Humor at Work- Humor at work can be useful for strengthening relationships, making connections, and defusing tension. And it can be risky, too. Some risks: irrelevance to the here and now, leaving out the funny, or ambiguous sarcasm. Read this post for five more risks.
August 11, 2021
Many "Stupid" Questions Aren't- Occasionally someone asks a question that causes us to think, "Now that's a stupid question." Rarely is that assessment correct. Knowing what alternatives are possible can help us respond more effectively in the moment.
March 17, 2021
Facts, Opinions, Estimates, and Desires- One reason why resource allocation debates can become so difficult is confusion about the differences among facts, opinions, estimates, and desires. Clarifying their differences can reduce the length and intensity of resource allocation debates.
January 13, 2021
Virtual Interviews: II- The pandemic has made face-to-face job interviews less important. And so we must now also master virtual interviews, and that requires understanding the effects of the attendance list, video presence, and the technologies of staging, lighting, and makeup.
January 6, 2021
Virtual Interviews: I- The pandemic has made face-to-face job interviews less important. Although understanding the psychology of virtual interviews helps both interviewers and candidates, candidates would do well to use the virtual interview to demonstrate video presence.
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.
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?
May 1, 2019
Full Disclosure- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility.
March 27, 2019
Stone-Throwers at Meetings: II- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can chairs do about stone-throwers?
March 20, 2019
Stone-Throwers at Meetings: I- One class of disruptions in meetings includes the tactics of stone-throwers — people who exploit low-cost tactics to disrupt the meeting and distract all participants so as to obstruct progress. How do they do it, and what can the meeting chair do?
February 13, 2019
Grace Under Fire: IV- People can be astonishingly inventive when trying to harm others. Some strategies involve driving to distraction the target of their malevolence by humiliating the target and lying about the target's character, deeds, or abilities. Targets who recognize these methods are more likely to be able to maintain composure.
February 6, 2019
Grace Under Fire: III- When someone at work seems intent on making your work life a painful agony, you might experience fear, anxiety, or stress that can lead to a loss of emotional control. Retaining composure is in that case the key to survival.
December 26, 2018
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.
December 19, 2018
Embarrassment, Shame, and Guilt at Work: Creation- 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.
November 7, 2018
Critical Communications- From time to time, we're responsible for sending critical communications — essential messages that the intended recipients must have. It's a heavy responsibility that can bear some risk. A strategy for managing those risks involves three messages.
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.
July 18, 2018
High Falutin' Goofy Talk: III- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call "high falutin' goofy talk." We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid.
January 10, 2018
On Reporting Workplace Malpractice- Reporting workplace malpractice can be the right thing to do. And it's often career-dangerous. Here are some risks to ponder before reporting what you know.
August 16, 2017
The Discontinuity Effect: What and Why- Counterproductive competition is more likely in group-group interactions than in one-to-one or one-to-group interactions. Why does counterproductive competition happen?
March 1, 2017
Yet More Obstacles to Finding the Reasons Why- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded — or failed.
January 11, 2017
Meets Expectations- Many performance management systems include ratings such as "meets expectations," "exceeds expectations," and "needs improvement." Many find the "meets" rating demoralizing. Why?
January 4, 2017
More Obstacles to Finding the Reasons Why- Retrospectives — also known as lessons learned exercises or after-action reviews — sometimes miss important insights. Here are some additions to our growing catalog of obstacles to learning.
December 28, 2016
Problem Displacement by Intention- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.
December 21, 2016
Problem Displacement and Technical Debt- The term problem displacement describes situations in which solving one problem creates another. It sometimes leads to incurring technical debt. How? What can we do about it?
June 15, 2016
The Utility Pole Anti-Pattern: II- Complex organizational processes can delay action. They can set people against one other and prevent organizations from achieving their objectives. In this Part II of our examination of these complexities, we look into what keeps processes complicated, and how to deal with them.
June 8, 2016
- The Utility Pole Anti-Pattern: I
- Organizational processes can get so complicated that nobody actually knows how they work. If getting something done takes too long, the organization can't lead its markets, or even catch up to the leaders. Why does this happen?
June 1, 2016
- Workplace Anti-Patterns
- We find patterns of counter-effective behavior — anti-patterns — in every part of life, including the workplace. Why? What are their features?
March 23, 2016
Backstabbing- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical, even evil, but not backstabbing. What is backstabbing?
March 16, 2016
The Costanza Matrix- The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if you believe it." What if you don't believe it and it's true? Some musings.
March 2, 2016
Allocating Airtime: II- Much has been said about people who don't get a fair chance to speak at meetings. We've even devised processes intended to more fairly allocate speaking time. What's happening here?
February 24, 2016
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended to more fairly allocate speaking time. What's happening here?
February 17, 2016
Conversation Despots- Some people insist that conversations reach their personally favored conclusions, no matter what others want. Here are some of their tactics.
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.
September 2, 2015
That Was a Yes-or-No Question: II- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no trap.
August 26, 2015
That Was a Yes-or-No Question: I- In tense situations, one person might question another. As the respondent replies, the questioner interjects, "That was a yes-or-no question." The intent is to trap the respondent. How does this work, and how can the respondent escape the trap?
April 8, 2015
Why We Don't Care Anymore- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might help you appreciate your job.
March 18, 2015
Suspense Is Not Your Friend- Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes we must convey information that can be complicated when delivered in full detail. To convey complicated ideas effectively, avoid suspense.
February 25, 2015
Grace Under Fire: II- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the other into losing control. If we have better tools for recognizing these tactics, we're better able to maintain self-control. Here's Part II of such a toolkit.
February 18, 2015
Grace Under Fire: I- If you're ever in a tight spot in a meeting, one in which you must defend your actions or past decisions, the soundness of your arguments can matter less than your demeanor. What can you do when someone intends to make you "lose it?"
February 11, 2015
Bottlenecks: II- When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.
February 4, 2015
Bottlenecks: I- Some people take on so much work that they become "bottlenecks." The people around them repeatedly find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?
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?
August 27, 2014
Deep Trouble and Getting Deeper- Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're pretty sure there's no way out.
August 13, 2014
Impasses in Group Decision Making: IV- Some impasses that develop in group decision making relate to the substance of the discussion. Some are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
August 6, 2014
Impasses in Group Decision Making: III- In group decision making, impasses can develop. Some are related to the substance of the issue at hand. With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses in the same way doesn't work. Here's why.
June 11, 2014
Exasperation Generators: Irrelevant Detail- When people relate stories at work, what seems important to one person can feel irrelevant to someone else. Being subjected to one irrelevant detail after another can be as exasperating as being told repeatedly to get to the point. How can we find a balance?
May 21, 2014
The End-to-End Cost of Meetings: III- Many complain about attending meetings. Certainly meetings can be maddening affairs, and they also cost way more than most of us appreciate. Understanding how much we spend on meetings might help us get control of them. Here's Part III of a survey of some less-appreciated costs.
May 14, 2014
The End-to-End Cost of Meetings: II- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources are outside the meeting room. Here's Part II of our exploration of meeting costs.
May 7, 2014
The End-to-End Cost of Meetings: I- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of the most-often overlooked costs of meetings.
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?
January 22, 2014
Human Limitations and Meeting Agendas- Recent research has discovered a class of human limitations that constrain our ability to exert self-control and to make wise decisions. Accounting for these effects when we construct agendas can make meetings more productive and save us from ourselves.
January 15, 2014
Big Egos and Other Misconceptions- We often describe someone who arrogantly breezes through life with swagger and evident disregard for others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
June 12, 2013
Pariah Professions: II- In some organizations entire professions are regarded as pariahs — outsiders. They're expected to perform functions that the organization does need, but their relationships with others in the organization are strained at best. When pariahdom is tolerated, organizational performance suffers.
June 5, 2013
Pariah Professions: I- In some organizations entire professions are held in low regard. Their members become pariahs to some people in the rest of the organization. When these conditions prevail, organizational performance suffers.
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.
February 27, 2013
More Limitations of the Eisenhower Matrix- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order. It helps us by removing perceptual distortion about what matters most. But it can't help as much with some kinds of perceptual distortion.
February 20, 2013
On Badly Written Email- Even those who aren't great writers do occasionally write clearly, just by chance. But there are some who consistently produce unintelligible email messages. Why does this happen?
January 23, 2013
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences. Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
November 7, 2012
Managing Non-Content Risks: II- When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.
October 31, 2012
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 things done.
October 24, 2012
- Fooling Ourselves
- Humans have impressive abilities to convince themselves of things that are false. One explanation for this behavior is the theory of cognitive dissonance.
October 17, 2012
- Impasses in Group Decision Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.
October 10, 2012
Impasses in Group Decision Making: I- Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving on to the more thorny areas. Why does this happen?
September 26, 2012
Getting Into the Conversation- In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities to contribute. The story is rather different for many meetings, where getting into the conversation can be challenging for some.
May 2, 2012
On Noticing- What we fail to notice about any situation — and what we do notice that isn't really there — can be the difference between the outcomes we fear, the outcomes we seek, and the outcomes that exceed our dreams. How can we improve our ability to notice?
April 4, 2012
Obstacles to Finding the Reasons Why- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants doesn't always uncover the reasons why. What are these obstacles?
August 3, 2011
- Kinds of Organizational Authority: the Informal
- Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
July 27, 2011
Kinds of Organizational Authority: the Formal- A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part I of a little catalog of authority classes.
July 13, 2011
Power, Authority, and Influence: A Systems View- Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they function in organizations, we must adopt a systems view.
June 29, 2011
The Deck Chairs of the Titanic: Strategy- Much of what we call work is about as effective and relevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors related to strategy.
June 22, 2011
The Deck Chairs of the Titanic: Task Duration- Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend task duration.
June 15, 2011
The Deck Chairs of the <em>Titanic</em>: Obvious Waste- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
May 25, 2011
Mitigating Risk Resistance Risk- Project managers are responsible for managing risks, but they're often stymied by insufficient resources. Here's a proposal for making risk management more effective at an organizational scale.
January 5, 2011
- Some Hidden Costs of Business Fads
- Adopting business fads is an expensive organizational pattern, with costs that extend beyond what can be measured by the chart of accounts most organizations use. Here are some examples of the hidden costs of business fads.
December 8, 2010
When It's Just Not Your Job- Has your job become frustrating because the organization has lost its way? Is circumventing the craziness making you crazy too? How can you recover your perspective despite the situation?
October 6, 2010
Management Debt: II- As with technical debt, we incur management debt when we make choices that carry with them recurring costs. How can we quantify management debt?
September 29, 2010
Management Debt: I- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths — that lead to recurring costs that are typically higher than alternatives. Why do we take on management debt? How can we pay it down?
September 15, 2010
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.
July 21, 2010
Why Don't They Believe Me?- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor. How does this happen?
February 3, 2010
Confronting the Workplace Bully: I- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
December 16, 2009
A Critique of Criticism: II- To make things better, we criticize, but we often miss the mark. We inflict pain without meaning to, and some of that pain comes back to us. How can we get better outcomes, while reducing the risks of inflicting pain?
December 9, 2009
A Critique of Criticism: I- Whether we call it "criticism" or "feedback," the receiver can sometimes experience pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to increase the chance that the receiver hears the giver's message without experiencing pain?
December 2, 2009
On the Appearance of Impropriety- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean, what are the consequences of such avoiding, and when is it an appropriate choice?
August 19, 2009
False Consensus- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace, but that trouble is often avoidable.
October 29, 2008
Extrasensory Deception: II- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit the advantages of the drafting role. Some drafters don't meet that standard.
October 22, 2008
Extrasensory Deception: I- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong, or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
May 28, 2008
Managing Risk Revision- Prudent risk management begins by accepting the possibility that unpleasant events might actually happen. But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch resources by revising or denying risks. Here's a tactic for managing risk revision.
April 23, 2008
The Risky Role of Hands-On Project Manager- The hands-on project manager manages the project and performs some of the work, too. There are lots of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential conflicts of interest.
April 16, 2008
Organizational Loss: Searching Behavior- When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.
February 20, 2008
Responding to Threats: I- Threats are one form of communication common to many organizational cultures, especially as pressure mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
November 2, 2005
The Costs of Threats- Threatening as a way of influencing others might work in the short term. But a pattern of using threats to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships, and create an atmosphere of fear.
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