Point Lookout An email newsletter from Chaco Canyon Consulting
Point Lookout, a free weekly email newsletter from Chaco Canyon Consulting
February 1, 2006 Volume 6, Issue 5
 
Recommend this issue to a friend
Join the Friends of Point Lookout
HTML to link to this article…
Archive: By Topic    By Date
Links to Related Articles
Sign Up for A Tip A Day!
Create a perpetual bookmark to the current issue Bookmark and Share
Tweet this! | Follow @RickBrenner Random Article

Ten Tactics for Tough Times:
Part I

by

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.

It's the rare education that includes even one course in workplace politics. Yet for most of us, whatever career we chose, workplace politics is a part of workplace life. Some days we do well. And then there are the other days. What do you do when you face a really difficult political problem? Here's Part I of a little catalog of ten often-useful tactics. See "Ten Tactics for Tough Times: Part I," Point Lookout for February 1, 2006, for Part II.

What problem am I solving?
Problem solving often requires collaborationBy the time most of us think about problem solving, we're already deep in, having started solving before we're sure of the problem. If this pattern is familiar, it's probably a good idea to start your thinking by asking "What problem am I solving?" Knowing where you actually are usually helps.
After you've fully assessed the situation, you can determine what to keep doing, what to start doing, and what to stop doing.
Is this entirely my problem?
Sometimes we jump right into solving difficult problems without asking whether they're ours to solve, especially when we feel that the consequences of not solving the problem probably will be ours to deal with.
Unless all of the consequences affect you, taking on the problem probably is taking on too much. Once you act, you risk gaining ownership of all the consequences, including those that wouldn't have been yours to deal with.
What happens if I wait?
We can't be really sure
that what we think
will happen
actually will happen
In most cases, consequences are uncertain. We can't really be sure that what we think will happen actually will happen.
Often, it's best to wait. Then you can deal with the consequences that are real — and those that are yours.
Whose problem is this, anyway?
If you've decided that the problem — or some of it — really isn't yours to solve, consider who might be the true owner or owners of the problem. Sometimes, the true owner is obvious, because they're either contending with you for solving rights, or they've run off and hid. More often, ownership is ambiguous, and determining the true owner becomes the first priority.
A risk when using this tactic is hastily assuming ownership of the meta-problem — the problem of determining the true owner of the original problem. Step away from problems that aren't yours, and let the true owner of the meta-problem keep ownership of it.

These tactics can help, often by providing relief from the urge to address problems unnecessarily. To use them, though, you have to solve another problem first — you have to remember to use them. And that can be really difficult. We'll deal with that one next time. Go to top Top  Next issue: Ten Tactics for Tough Times: Part II  Next Issue
Bookmark and Share


303 Secrets of Workplace PoliticsIs 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? rbrenyyClsNPZWfJWReuKner@ChacPXrUqaOSAoznxRFroCanyon.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.

Related articles

More articles on Workplace Politics:

Humans aren't the only species that communicates by facial expressionsDismissive Gestures: Part 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.
The Declaration of IndependenceMore 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.
R.M.S. Lusitania coming into port, possibly in New York.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?
John C. Calhoun (1782-1850), seventh Vice President of the United StatesImpasses in Group Decision-Making: Part 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?
An inflatable aircraft of the U.S. Ghost Army in World War IIActive 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.

See also Workplace Politics, Problem Solving and Creativity and Managing Your Boss for more related articles.

Forthcoming Issues of Point Lookout

An iphone 4sComing May 27: Compulsive Talkers at Work: Peers, Part II
Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set of suggestions for what to do when peers who talk compulsively interfere with your work. Available here and by RSS on May 27.
Mohandas K. Ghandi, in the 1930sAnd on June 3: 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. Available here and by RSS on June 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenpzQeZaEmqruvdEyAner@ChacTYDwJMDilMvtzTGNoCanyon.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

Public seminars

Cognitive Biases and Workplace Decision-Making
For mCognitive Biases and Workplace Decision-Makingost of us, making decisions is a large part of what we do at work. And we tend to believe that we make our decisions rationally, except possibly when stressed or hurried. That is a mistaken belief — very few of our decisions are purely rational. In this eye-opening yet entertaining program, Rick Brenner guides you through the fascinating world of cognitive biases, and he'll give concrete tips to help you control the influence of cognitive biases. Read more about this program. Here's an upcoming date for this program:

Managing in Fluid Environments
Most Managing in Fluid Environmentspeople now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know what's 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 are some upcoming dates for this program:

How to Spot a Troubled Project Before the Trouble StartsLearn how to spot troubled projects before they get out of control.
303 Secrets of Workplace PoliticsIs 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!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace -- with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
SSL