June 20, 2001	Volume 1, Issue 25
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Illegal Dumping

by Rick Brenner

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.

hen we solve one problem by creating other problems somewhere else, we're Dumping. Most of the time, we dump problems without the permission of the people who end up receiving them. Some examples:

• Finance announces a lower maximum for petty cash purchases — $50. Some purchases that formerly came from petty cash must now use the requisition process.
• To expand employee parking, visitor parking is eliminated. When you expect visitors, explain to them which part of the Fire Lane to park in while they run inside for a visitor pass that lets them into the employee parking area.
• I say we ship the product as it is. Let Customer Service deal with the bug reports until the bug-fix release.

Why do we dump?

Shortcomings in accounting systems insulate problem-solvers from the problems they dump. For example, many organizations know the cost of processing requisitions, but few know the cost of preparing them. Since these costs lie outside the Finance department, Finance rarely knows the impact of lowering the petty cash limit, which might actually increase organizational expenses.

In the parking lot example, the gain of spaces is lower than it seems, because visitors now use the employee lot. And since cars now park temporarily in the Fire Lane, there's more risk of fire damage and injury. Unrecognized costs make the parking change less attractive than it seems, but we don't know by how much.

In the product release example, Marketing is free to press for premature shipment, because the increased cost of customer complaints comes not from Marketing but from Customer Service.

Shortcomings in
accounting systems
insulate problem-solvers
from the problems
they dump on othersSometimes there's a positive incentive to dump. In the petty-cash example, we can expect an increase in purchase requisitions, which lowers the average cost of processing them. Cynical financial managers can thus improve their own organizational performance by depressing the performance of their internal customers.

Here are three ways to deal with dumping.

Don't dump

When you devise solutions to problems, avoid dumping. Collaborate. If others play a role in the solution, they should play a role in devising that solution.

Educate

Educate others about dumping. When everyone understands the concept, problem solutions are less likely to involve dumping.

Require impact statements

Require authors of procedural changes to prepare impact statements that estimate total organizational costs. Shift the focus from local departmental accountability to global impact.

Compensate dumpees

When costs shift, adjust budgets. You might have to be a manager or executive to do this, but if you are, recognize your responsibility. Don't permit one part of your organization to shift burdens to others without paying for the privilege.

If you can control dumping, dumping gains no advantage. This lets the steam out of much of organizational politics — and we all know how much time we spend on politics.  Top    Next Issue

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More articles on Workplace Politics:

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.

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?

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?

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.

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.

See also Workplace Politics and Problem Solving and Creativity for more related articles.

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