In December, 1972, about 117 hours into the Apollo 17 lunar mission, as Astronaut Eugene Cernan was loading the Lunar Rover for the mission's first excursion across the surface of the moon, he accidentally caught the right rear fender of the rover with a hammer. He damaged it, and made a quick repair that really didn't hold. Overnight, Houston worked out a more durable repair that the astronauts installed in the morning, and it held up well during two subsequent excursions.
It's a good thing, too. On Lunar Rovers, fenders are important. They protect the vehicle and the astronauts from the dust and rocks kicked up by the wheels. Fenders do something similar for cars, bicycles, and motorcycles.
And sometimes, people serve an analogous role for their supervisors. At work, a fender is anyone who serves to prevent political mud from splashing on the fender's boss. Here are some indicators that you might be a fender.
- Other people are fenders
- If one or more of your peers or predecessors (or their predecessors) were or are fenders, you might be one yourself. Sometimes it's easier to see in others than in yourself.
- You can't exercise your authority
- Even though you have formal authority for something, you can't really exercise it without your boss's approval. For instance, if you want to initiate a replacement process or a performance improvement plan for a problem subordinate, and your boss insists on detailed involvement in the procedure, you might be a fender. In extreme cases, you might be told to wait for a "more convenient" time, or that a replacement requisition won't be available.
- If the task is risky, it's yours
- A fender is someone
whose role is to protect
the boss from being splashed
with political mud
- Most managers handle some tasks through delegation, and some personally. But if your boss tends to delegate tasks to you if and only if they are high-risk politically, you might be a fender.
The consequences for the individual fender are unpleasant enough, but the existence of fenders also harms the organization.
- Tolerating unethical behavior
- While it might be OK to use an inanimate object as protection from the consequences of your actions, using human beings that way is unethical. Tolerating one form of ethical breach could be a signal of breaches elsewhere.
- Disguising the real problem
- To enable the organization to take corrective action, bad management must be revealed. Using a subordinate as a fender enables managers to trick the organization into believing that the problem was in the subordinate. This can lead to mistaken corrective action.
For more about the Lunar Rover, see A Brief History of the Lunar Roving Vehicle, NASA Marshall Space Flight Center, 3 April 2002.
And for more about the Apollo 17 mission, see Apollo Lunar Surface Journal,edited by Eric M. Jones, NASA Headquarters, November, 2005.
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More articles on Workplace Politics:
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really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
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- The Deck Chairs of the Titanic: Strategy
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- Recent research has discovered a class of human limitations that constrain our ability to exert self-control
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- Problem Displacement and Technical Debt
- The term problem displacement describes situations in which solving one problem creates another.
It sometimes leads to incurring technical debt. How? What can we do about it?
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
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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.