October 4, 2006	Volume 6, Issue 40
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Breaking the Rules

by Rick Brenner

Many outstanding advances are due to those who broke rules to get things done. And some of those who break rules get fired or disciplined. When is rule breaking a useful tactic?

n the race to be the first to the South Pole, the two contenders were Robert Falcon Scott, of the Royal Navy, and Roald Amundsen of Norway. Scott had Royal sponsorship, but Amundsen had to persuade his backers of the commercial possibilities of his expedition.

These were the days before the Panama Canal, and the only shipping routes around the Americas were long and expensive. To make the investment in his expedition attractive, Amundsen told his backers that he was exploring the Arctic, which held much more commercial interest than did the Antarctic.

Just one thing — he was lying.

His true motive was to be the first to reach the South Pole. Amundsen successfully misled everyone. He broke the rules.

Breaking the rules is sometimes the best way — sometimes the only way — to get things done. When we break the rules, and then fail, we can end up in deep yogurt. But when we break the rules and then later succeed, people sometimes overlook the transgression. And sometimes they don't.

When is rule breaking a useful strategy? What rules can we break safely? Here are some tips for breaking the rules.

Old rules can be more breakable

Older rules tend to be more breakable than newer rules. Sometimes the conditions that led to them no longer apply, and sometimes their chief architects have moved on.

Of the older rules, those that are frequently applied tend to be the strongest. The old, dusty ones that lack constituencies tend to be the most breakable. When we break the rules
and then later succeed,
people sometimes overlook
the transgression

We don't admit it, but goals count

The end doesn't justify the means, but what people care about does matter. If the goal is attractive enough, people tend to look the other way when rules are broken.

Break rules only when you're aiming for a goal people care about and you think your chances of achieving it are good.

Stay within the law

Breaking organizational rules is one thing. Breaking laws is another. Law breaking invites all kinds of consequences, and organizational benefits aren't likely to count for much.

Be knowledgeable enough to stay within the law.

Personal gain is a liability

If you personally gain from your rule breaking, you're asking for trouble. Breaking the rules is much more likely to be acceptable if the organization is the principal beneficiary.

Even better if your boss and the applicable rule enforcement unit are beneficiaries.

Prepare to accept adverse consequences

If you fail, and if you broke rules in the attempt, you might have to pay a price. The price can include organizational discipline, termination, or even "blacklisting" in your profession.

Be certain that you're prepared to endure the consequences if the organization decides to take action.

Most important, rule breaking is a white-knuckle sport. Those who care passionately about achieving the goal have a definite edge. What are you prepared to do?  Top    Next Issue

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More articles on Workplace Politics:

The "What-a-Great-Idea!" Trap

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Workplace Politics Is Not a Game

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Devious Political Tactics: Cutouts

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See also Workplace Politics and Problem Solving and Creativity for more related articles.

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When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here are some upcoming dates for this program:

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The Race to the South Pole: The Power of Agile Development

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. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's an upcoming date for this program:

• Download to
  your calendarSt. George Banquet Hall, Kitchener, Ontario: March 6, Dinner Meeting, Canada's Technology Triangle Chapter of the Project Management Institute. Register now.
   

Human-Centered Risk Management

Most of us can assess technological risks, but risks related to human behavior tend to resist our best efforts. This session provides a framework for evaluating risks related to the behavior of individuals, teams, organizations and people generally. Human-centered risk differs from technological or market risk, because objective evaluation requires acknowledging personal and organizational limitations and failures. Since some of those limitations and failures might apply to the people assessing the risks, or to their superiors, there's a tendency to deny them or to explain them away. Our approach examines capability, organization, context, risk mitigation, and workplace politics. It has tools for guiding the assessment and management of human-centered risk, and we show how to extend these tools to suit your situation. You'll learn how to identify sources of risk in human behavior; recognize systemic and individual barriers to acknowledging risk; assess the effects of organizational turbulence; determine the risk associated with inappropriate internal risk transfer; estimate the effects of team dysfunction, toxic conflict and turnover; and measure the impact of workplace politics. Read more about this program. Here's an upcoming date for this program:

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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 project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

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Most people 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 project managers who work in fluid environments. Read more about this program. Here's an upcoming date for this program:

• Columbia, Missouri: May 17, Monthly Meeting, Mid Missouri Chapter of the Project Management Institute.
   

The Politics of Meetings for People Who Hate Politics

There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program:

• Rochester, New York: May 24, Professional Development Day, Rochester Chapter of the Project Management Institute.