July 9, 2008	Volume 8, Issue 28
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Approval Ploys

by Rick Brenner

If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval seekers use to enhance their success rates. Here are some tactics approval seekers use.

pproval or denial of proposals or requests can have impact beyond the disposition of the issue at hand. It also has political impact. It can make or break a career, render other projects moot, or doom or create whole lines of business. Since so much can be at stake, approval seekers have an incentive to use all manner of techniques to enhance approval rates. Sometimes these techniques become habitual — they use them whether the stakes are high or low.

Approvers and recommenders would do well to recognize these techniques. When they do, they can be more alert to them, and better maintain objectivity. In a politically healthy culture, recommendations of the sophisticated approver are more likely to be based on the merits; in an unhealthy culture, sophisticated approvers are less likely to commit political blunders.

Here are some of the tactics of approval seekers.

Misrepresenting an approval deadline or the narrowness of a "window of opportunity"

When done to create a sense of urgency, this tactic helps them jump the priority queue. But it's also a way to claim resources before other projects are considered, or to reduce the time available for judicious consideration.

Hiding among sheep

Grouping the request with non-controversial requests might make it look more innocent or less risky than it actually is.

Using misleading competitive intelligence

Exaggerating the validity or content of competitive intelligence is especially effective when the approver is fearful about the competitive position of the organization.

Appeals to personal interest

Appealing to the approver's personal interest often helps, despite the obvious implications about the approver's corruptibility. These appeals include implying that the proposal was the approver's idea, or that it was motivated by the approver's vision, or suggesting that it will help accomplish a political goal of the approver.

Overvaluing contributions to or synergy with other pet projects

This is another form of appeal to personal interest, but it enables the seeker to appeal (unreasonably) to the personal interest of political allies of the approver. Analogous attributes of alternative investments might also be misrepresented negatively.

Competitive champion character assassination Underestimation and
misrepresentation are
probably the leading
causes of budget
and schedule overruns

When the integrity or performance of the champion of a competitive investment opportunity is suddenly called into question, it's indeed possible that misdeeds are afoot. However, the misdeeds might not be those alleged by the approval seeker; rather, in an ironic twist, they might be the allegations of the approval seeker.

Misrepresenting costs or time required

Underestimation and misrepresentation are probably the leading causes of budget and schedule overruns. Comments about costs and time required for alternative investments might also be misrepresentations. Subject all claims and estimates to close scrutiny.

Misrepresenting risks

Risks of the proposed effort, when misrepresented, are usually underestimated or omitted. But when the proposal includes analysis of alternative investments, risks of those alternatives can be exaggerated.

Sometimes I fear that articles like this serve as handbooks for people with dark motives. But I hope that shining light in dark corners makes the world a brighter place. My hopes conquer my fears.  Top    Next Issue

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More articles on Workplace Politics:

Devious Political Tactics: The Three-Legged Race

The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?

Plopping

When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?

When Power Attends the Meeting

When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting in on the meetings of your subordinates.

Devious Political Tactics: Cutouts

Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts, operators can manipulate their environments while limiting their personal risk. How can you detect cutouts? And what can you do about them?

Top Ten Signs of a Blaming Culture

The quality of an organization's culture is the key to high performance. An organization with a blaming culture can't perform at a high level, because its people can't take reasonable risks. How can you tell whether you work in a blaming culture?

See also Workplace Politics and Ethics at Work for more related articles.

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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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