The mythology about best practices is that they universally improve every organization. The truth is more likely that organizations are so idiosyncratic that any practice born elsewhere probably needs tailoring before it can be imported. My old shoes are very comfortable for me, but they probably aren't for you.
Worst practices are different — they're almost universally disastrous. We know this because, sadly, nearly everyone tries them. Here's a short list of some worst practices.
- Provide only outdated equipment. Even better: make people share outdated equipment.
- For security, lock all portable computers to desks
- Never, ever train anybody
- Use training as a reward. Provide it only to those who need it least.
- To increase productivity, increase pressure
- Let acrimony persist until it's truly injurious
- Leave in place people who are clearly incapable of doing much of anything
- Assign blame
- Spend time defending yourself in case someone, someday decides to assign blame
- Take credit for work done by subordinates or colleagues
- Give credit to one person for what was a team effort, ignoring everyone else's contributions
- Kill the messenger: punish people who deliver bad news
- Kill the non-messenger: after you get bad news, punish those who knew about it but didn't tell you because you have a reputation for killing the messenger
- Force consensus by shaming or punishing those few souls foolish enough to disagree with the "correct" position
- Force consensus without allowing time for sufficient discussion
- Make decisions autocratically even when there's time for consensus
- Have favorite subordinates who can do no wrong
- The worst thing about
worst practices isn't their
consequences; it's that we
keep using them despite
their consequencesHave troubled subordinates who can do no right, even when they do right
- As team owner, publicly castigate team members
- Publicly overrule a subordinate manager, citing information obtained from one of his or her subordinates
- "Sit in" on a subordinate's meeting unannounced
- Make the problem excessively complicated by raising herds of ancillary minor issues
- Angrily say things that hurt people, damaging the group's ability to collaborate
- Add new people to the team. Even better: do it in a way that raises questions about the abilities of incumbents
- "Temporarily" transfer some team member(s) to another effort
- Conduct "emergency" project reviews regularly
- Increase the budget without warning
- Decrease the budget
- Circulate rumors that maybe we'll be cutting the budget
- Tighten project scope to maintain schedule
- Use (faked) schedule urgency as a way of managing spending
- Remove or relax some requirements
- After work is well underway, add new requirements or tighten existing requirements
- Reassign some work from one team member to another
- Assign the same work to two people (or teams) without their knowing it
- Assign to one person work already completed by another
- Assign work to two people, together, without designating either one as lead
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More articles on Workplace Politics:
- Is It Blame or Is It Accountability?
- When we seek those accountable for a particular failure, we risk blaming them instead, because many
of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?
- How to Get a Promotion in Line
- If you want a promotion in line — a promotion to the next supervisory level in your organization
— what should you do now to make it come about? What risks are there?
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- 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.
- Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
See also Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming May 23: Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
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- The Race to the South Pole: The Power of Agile Development
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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
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- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
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- 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.