A snare is a trap in which the force that keeps the victim trapped comes from the victim. Not all traps are snares. The classic bear trap isn't a snare, because it holds the victim by the force of a spring. An example of a snare is the (possibly apocryphal) "monkey trap."
An organization can become
ensnared when it is so
involved in maintaining
its current business that
it overlooks newer, and much
larger opportunitiesIn one version, you place a heavy narrow-mouthed container on the ground, and insert a sweet-smelling nut as bait. The monkey reaches in to grab the nut, but can't withdraw its fist, which is now too big to pull out. Unwilling to release the nut, the monkey is trapped. This is a snare because it is the monkey's own action that traps it.
Snares can be attractive, repulsive, or both. Attraction snares tempt the victim, who is ensnared by continued effort to attain the bait. Repulsion snares are just the opposite — the victim is ensnared by fear, and continued efforts to avoid the threat. Combination snares contain both bait and threat, which we usually call "incentives" and "disincentives."
One common repulsion snare is the sense that we can't cancel an effort because we have too much invested already. Eventually, we might complete the effort, but the cost can be so high that the net value returned is negative.
Repulsion snares can also arise from feelings. For instance, even thinking about failures can be painful, but unless we do, we can't learn from them. Here the snare consists of our own feelings about failure. It can prevent many organizations from holding retrospectives, which dooms them to repeat preventable failures.
An attraction snare can arise when an organization fails to exploit a new technology because it's excessively committed to an existing technology. For instance, many have argued that the US railroads failed to move into air transportation because they were ensnared by the rail passenger businesses they were already operating.
Attraction snares also work on people. "Golden handcuffs," a common element of retention strategies, uses the bait of inordinate financial rewards to persuade people to stay in positions perhaps longer than would otherwise be in their best interest. The bait often consists of stock options, but while those options vest, other factors set in: family, community, increasing age, aging of their expertise, and so on. Snared at first by the promise of disproportionate financial reward, employees can become ensnared in their jobs by these external factors.
Snares are obvious when you're not snared; they're much less so when you are. Look around you for snared colleagues and organizations. When you find one, ask yourself if you might already be ensnared in a similar way. Realizing that you're snared is the first step to finding your way out. Often, all you have to do is let go of the nut. Top Next Issue
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
Your comments are welcomeWould you like to see your comments posted here? rbrenZHwNHSRAvLHjBWmpner@ChacPYMlCVydsqgmcSLUoCanyon.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.
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.
More articles on Workplace Politics:
- The High Cost of Low Trust: I
- We usually think of Trust as one of those soft qualities that we would all like our organizational cultures
to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate
what distrust really costs. Here are some of the ways we pay for low trust.
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- The Politics of the Critical Path: II
- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion
date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience
the unique politics of the critical path.
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
- Suppressing Dissent: I
- In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive
act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenybmUXMjHMPCjceadner@ChacOMXsgfSijqxuSRZXoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- 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 organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.