The phone rang, and Ed picked up. "Morning, Ed Philips," he said. What he heard next stunned him, because the voice came from the very top of the org chart.
"Ed, Dan Briscoe," said the voice. Briscoe was the Executive VP. "I've got a problem I think you can help me with. When can you stop by."
Ed knew it wasn't a question. "Be right there," he said. The phone clicked, so Ed hung up and took off for the top floor.
Jumping through several hoops of executive reception and assistants, Ed arrived at Briscoe's office. Briscoe greeted him and motioned him to a chair.
He began, "There's a committee reviewing and reorganizing the Web site, and they're stuck. I'd like you to join them representing Engineering, and get them unstuck."
"I see," Ed replied. "What do you think they're stuck on?"
Briscoe shrugged. "God knows. Probably the usual bureaucratic BS. Just go in there and throw a hand grenade on the table."
Ed was a little taken aback but tried not to show it. "OK," he said.
"Great," Briscoe said. "No need to report, I'll know when things get moving. Thanks." Ed stood, smiled, thanked him, and then left, wondering what he'd gotten into now.
Ed is right to be concerned. He's been asked by a senior manger to do something that could backfire for Ed. If he complies, he risks whatever relationships he has with people on the Web review committee. If he doesn't, he could have trouble with Briscoe.
"Divide and conquer"
has a long history
in war, politics,
child rearingThis is just one of a family of political tactics that implement a strategy of "divide and conquer," which has been used for thousands of years in war and politics. Today, managers and others use it in the workplace.
In using Ed to stir up the Web committee, Briscoe is using divide-and-conquer. He hopes to create anxiety within the committee — enough to get them "unstuck." While Briscoe is relatively safe, Ed is at risk because the members of the committee might see him as a divisive influence.
But Briscoe is also using another divide-and-conquer technique I call confidential aspersions. By denigrating the committee, he hopes to make Ed feel included in a confidence. Typically, this technique is applied in private, prior to asking the subordinate for some information, or for a special favor.
Confidential aspersions are very damaging. Using the tactic sets an example of denigrating colleagues, which can contribute to formation of a toxic and conspiratorial atmosphere. And there are those who realize that if you speak unfavorably about some subordinates, then you're likely to speak unfavorably about anyone if it suits your needs.
Divide-and-conquer tactics come in many forms — so many that I have to divide this topic to conquer it. We'll look at several more varieties of divide-and-conquer in "Devious Political Tactics: Divide and Conquer, Part II," Point Lookout for July 20, 2005. Top Next Issue
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More articles on Workplace Politics:
- 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
- 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
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- When your boss misspeaks — innocently, as opposed to deviously — what should you do? Corrections
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- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization
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Forthcoming issues of Point Lookout
- Coming May 23: 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? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
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- Technical Debt Management: Making the Business Case
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- On 14 December 1911, four men led by Roald
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- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.