General rules are usually helpful, because they simplify life. But when we accept them uncritically, and apply them unquestioningly, we risk eliminating valuable choices that, if exercised, could transform our lives for the better. Here's a small collection of workplace maxims that too many of us are a little too willing to accept as true.
- If it worked there, it will work here.
- If it didn't work here, we did something wrong when we tried it.
- If you read it in a book, it must be true.
- The value of a consultant's advice is proportional to the consultant's fee.
- If it's logical, and internally consistent, it will work.
- People always pad their estimates. Never give them what they ask for.
- Working smarter is easy. That's why we tell people to work smarter not harder.
- Managers are people who couldn't hack it doing real work.
- Executives are people who couldn't hack it as managers.
- The cure for our financial problems isn't better products, or more revenue, or new investment, or training people, or listening to customers — it's reducing expenses.
- Making people compete for bonuses, raises, perks, honors, or promotions won't hurt our efforts to create high-performance teams.
- How we dress is at least as important as what we do.
- Anyone's total output is proportional to the hours they work.
- To increase productivity, don't let people use company facilities for private purposes.
- Much of what we accept
uncritically as true,
just isn'tI have a right to appropriate company resources for my own ends.
- With the right technology, we can go paperless.
- We don't need people to deliver training — computer based training works just fine.
- The cause of our problems is (pick your favorite): incompetent managers, overpaid consultants, government regulation, foreign competition, unions, lazy workforce, …
- Eliminating theft is so important that the cost of controlling it doesn't matter.
- The typical female executive and the typical male executive manage altogether differently.
- Male (female) executives are more ruthless than female (male) executives.
- Workplace violence will never happen here.
- People who play politics don't really have anything of value to offer.
- The best person to hire for this job is someone who has done it before.
- People can get so angry that they "snap," like twigs bent too far.
- Meetings are almost always a waste.
- The only way to keep us all up to date is a weekly meeting.
- Organized people are more effective.
- Messy desk, messy mind.
- Share price is a valid measure of the company's health.
- Significant innovation always requires a visionary champion.
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More articles on Workplace Politics:
- The Politics of Lessons Learned
- Many organizations gather lessons learned — or at least, they believe they do. Mastering the political
subtleties of lessons learned efforts enhances results.
- How Pet Projects Get Resources: Abuse
- Pet projects thrive in many organizations — even those that are supposedly "lean and mean."
Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences.
Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding
of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
- Suspense Is Not Your Friend
- Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes
we must convey information that can be complicated when delivered in full detail. To convey complicated
ideas effectively, avoid suspense.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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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.