Devious Political Tactics: Divide and Conquer, Part II
by Rick Brenner
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.
As a strategy for dominating a situation, divide-and-conquer has a storied history. In The Art of War, Sun Tzu writes:
…the art of using troops is this: When ten to the enemy's one, surround him; When five times his strength, attack him; If double his strength, divide him…
The application of this strategy in the workplace is widespread. Here are some of the forms divide-and-conquer takes at work. See "Devious Political Tactics: Divide and Conquer, Part I," Point Lookout for July 6, 2005, for more.
- The three-legged race
- Some supervisors assign responsibility jointly to two people who are already at odds. This tactic can be a simple error, or even a misguided attempt to "give them a chance to work things out," but often its purpose is to keep the warriors in conflict, to protect the supervisor. See "Devious Political Tactics: The Three-Legged Race," Point Lookout for October 15, 2003, for more.
- If you really want harmony, work on the difficulty directly, possibly with professional guidance. Worries about your own position are better addressed by working on your own performance. Foster unity, rather than divisiveness, in your team.
- Delaying the decision
- When subordinates contend for the same promotion or for some other desirable assignment, some supervisors delay their decisions, on the theory that competition creates superior performance.
- Although performance might improve before the decision, this tactic can damage relationships permanently. And that could depress performance permanently after the decision — for the winner, for the loser, and for the entire group.
is most appealing
to those who
- One approach to dividing an alliance, or to keeping trouble alive, is to tell lies to one or both parties. Lies — either of omission or commission — can create the impression that one party threatens the other. See "Some Truths About Lies: Part I," Point Lookout for August 4, 2004, for more about lies.
- Disinformation of any kind is very risky, and it's especially risky to its source. After the immediate "benefit" fades, the disinformation can remain, limiting your future options.
- Delegating for conflict
- Delegating authority generally enhances effectiveness, but some managers delegate to create conflict by delegating different responsibilities to two people, in such a way that they must cooperate to succeed. Since neither one is fully responsible, the delegator is free to play one against the other.
- This tactic damages relationships and depresses organizational performance. Costs are high and repairs difficult, because they involve both reorganization and replacing people.
- Maintaining differences
- When managers have promised to retain employees in mergers or acquisitions, keeping organizational elements intact can be a divide-and-conquer tactic. Managers can then systematically discriminate in allocating resources and opportunities. A typical goal might be to drive up voluntary turnover in acquired units.
- Indirect subversion of the promise to retain employees is still subversion. This tactic is unethical, and therefore risky. If the promise to retain was sincere, subverting it could subvert a key strategy of the combination.
Divide-and-conquer might be effective on the battlefield, or when subjugating whole populations. In the workplace, though, it is ethically questionable. Managers who use it risk conquering only themselves. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. Order Now!
Your comments are welcome
Would you like to see your comments posted here? rbrennJlUkYhNUFvBcGuWner@ChaceUXncIFjGQYLHXPaoCanyon.comSend me your comments by email
, or by Web form
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful,
and that you'll consider recommending it to a friend.
Point Lookout is a free weekly email newsletter. Browse the archive
of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout,
as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in,
anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- 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?
- 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.
- Impasses in Group Decision-Making: Part 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.
- When the Answer Isn't the Point: Part 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.
- Holding Back: Part 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?
See also Workplace Politics, Managing Your Boss and Devious Political Tactics for more related articles.
Forthcoming issues of Point Lookout
- Coming May 11: Characterization Risk
- To characterize is to offer a description of a person, event, or concept. Characterizations are usually judgmental, and usually serve one side of a debate. And they often make trouble. Available here and by RSS on May 11.
- And on May 18: Ego Depletion and Priority Setting
- Setting priorities for tasks is tricky when we find the tasks unappealing, because we have limited energy for self-control. Here are some strategies for limiting these effects on priority setting. Available here and by RSS on May 18.
I offer email and telephone coaching at both corporate and individual rates.
Contact Rick for details at rbrenlJPhoJhUhxQijFROner@ChacVBvjBTJQKGvwZFmZoCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
Reprinting this article
Are you a writer, editor or publisher on deadline?
Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Managing in Fluid Environments
- Most people now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know whats coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here's an upcoming date for this program:
- Sudoku Solutions, INK: A Simulation of a Project-Oriented Organization
- In this workshop, we simulate a company that solves Sudoku puzzles for its customers. Each puzzle is a project, solved by a project team led by a project manager. Team members hail from different parts of the organization, such as QA or the Department of Threes. Puzzles have different values, and the company must strive to meet revenue goals. The metaphor is uncanny. Lessons abound. Read more about this program. Here's an upcoming date for this program: