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: 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
The Art of War is an early, comprehensive study of Chinese military strategy, tactics, and history. Sun Tzu is believed to have lived about 2,400 years ago. Numerous editions, with various annotations, are available. Order from Amazon.com
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. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenYtooeIVTZLZiYiganer@ChacSFwQiRvJTTpLtKGXoCanyon.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.
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:
- 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.
- 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?
- 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
- 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?
- 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.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenDcsikypKbumXyBLrner@ChacvfWiDCDxwVvUYgLQoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.