Workplace politics is an amorphous mystery to many of us, in part because we lack some simple tools. Here's Part II of a little catalog of ten widely applicable tactics. See "Ten Tactics for Tough Times: I," Point Lookout for February 1, 2006, for more.
- Am I solving the right problem?
- Even if you solve the problem, your solution might not be useful unless you solve the right problem.
- A risk of this tactic is inappropriately assuming responsibility for problem definition. Focus only on the portion of the problem definition space that truly is yours.
- What's the smallest piece I can usefully address?
- Often what looks unitary from afar is actually composite close up. Once you get into it, you can clearly see its separate parts.
- When you can finally discern the pieces, focus on the easy parts. If one of them feels like a good fit, go for it.
- Can I get help?
- Often what looks
unitary from afar
is actually composite
- Asking for help can be difficult if we feel that asking for help is a sign of weakness. Some like the feeling of independence that comes with control, even if that sense of control is an illusion. See "Are You Taking on the Full Load?," Point Lookout for February 6, 2002, and "Heavy Burdens: Should, Always, Must, and Never," Point Lookout for February 27, 2002, for more.
- When ownership of a problem is joint with others, all owners must work together. And even when you own the problem fully, addressing it might be beyond your capability. Ask for help when you need it.
- What kind of help would help?
- Difficult problems are difficult, in part, because the tools we do know about haven't worked. And when we don't know about something we need, it's hard to ask for it.
- When you feel lost, ask someone what kind of help would help. Check in with a mentor, a coach, a colleague, or a friend.
- Can I confront?
- If the problem results from the actions of another, we sometimes feel the urge to escalate, to force our partners to change what they're doing. But escalation can be dangerous because it might harm the relationship.
- Here are two alternatives. First, tell your partner what you want. Explain first what problems you face that might be visible only to you. Alternatively, and even less confrontational — ask for what you want. One possible risk of these tactics: they reveal that you know what's happening, and this knowledge might be used against you.
- What do I already know?
- Remembering what you already know is perhaps your most important tool. Sadly, under stress, remembering anything can be very difficult.
- I remind myself by breathing. It slows me down and clears my mind, probably because oxygen is an aid to clear thinking.
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
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More articles on Workplace Politics:
- The Risky Role of Hands-On Project Manager
- The hands-on project manager manages the project and performs some of the work, too. There are lots
of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential
conflicts of interest.
- The Advantages of Political Attack: I
- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when
the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond
- Power, Authority, and Influence: A Systems View
- Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they
function in organizations, we must adopt a systems view.
- Workplace Politics and Integrity
- Some see workplace politics and integrity as inherently opposed. One can participate in politics, or
one can have integrity — not both. This belief is a dangerous delusion.
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.
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.