George sat very still, withholding comment on what Trish had just said. She sipped her coffee and waited patiently for the idea to sink in. Trish knew that he would have difficulty accepting that the people in his organization didn't trust each other, and that they didn't trust him. And she knew that he wouldn't run away from the truth. So she waited.
George now sipped his coffee. He set the cup down, laced his fingers together, looked at his hands for a while, and sighed. Then he turned to Trish.
"I think I understand," he began. "People CC me on so many emails because they're trying to write a 'transcript' of their activities, so nobody can attack them later for not doing the job. Right?"
"Almost," said Trish. "Some expect you to defend them later, on the basis of the 'transcript.'"
"Right," said George, wincing because he'd forgotten that part.
Trish continued, "And some believe that since you saw the messages, you're now responsible, too, if they've made some bad calls."
"Right." George winced again. "And it doesn't matter that I get so many messages that I can't read them?"
"Right," said Trish. "It's a cultural problem. It's about Trust. But it's the same in International. It's no different in my patch."
Low-trust cultures have
more defective products,
more rework and
more toxic politicsTrish and George are dealing with a common problem — a low-trust organizational culture. On the surface, things look OK, but the consequences of low trust include toxic politics, low productivity, lost sales, defective products, and still lower levels of trust.
Addressing the problem begins with understanding how people cope.
- Preemptive defense
- The preemptive defense, or "CYA," entails creating explanations or excuses intended to defuse any possible later attack from a colleague. Usually it takes a verbal form — a statement, a memo, or an email message — and serves no productive purpose.
- The costs of preemptive defenses include not only the effort required to create them, but also the time and effort required to read or hear them. In meetings, the preemptive defense can be very expensive, wasting time for all who attend.
- Preemptive attack
- The preemptive attack is intended to head off perceived threats from those we distrust. By limiting their ability to harm, we hope to defend against whatever we fear.
- This tactic leads to lower productivity for both the attacked and the attacker, and sometimes for bystanders, in two ways. Through the distraction and harm it causes, it interferes with getting work done. And attacks can actually disable those attacked, limiting their ability to exercise influence, even for legitimate purposes.
For more about Trust, see "Creating Trust," Point Lookout for January 21, 2009, "TINOs: Teams in Name Only," Point Lookout for March 19, 2008, and "Express Your Appreciation and Trust," Point Lookout for January 16, 2002.
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:
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- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather,
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Forthcoming issues of Point Lookout
- Coming 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.
- And on December 6: Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden. Available here and by RSS on December 6.
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
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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.