If you've ever run into roadblocks as you tried to get your work done, and if those roadblocks were due to delays and decisions by co-workers, you might have felt that some people were actually trying to block your efforts. Although intentional obstruction is probably more rare than it seems, the ability to recognize it when it does occur is nevertheless helpful.
Here's Part II of a little catalog of obstructionist tactics. See "Obstructionist Tactics: I," Point Lookout for July 23, 2008, for Part I.
- Misrepresenting to regulators
- If the output or processes of the team are subject to regulation, internal or external, the obstructor can convey misinformation to the regulators. The information conveyed might contain a germ of truth, but it's usually packaged in a manner that creates or stimulates the urge to investigate. The investigation is then a source of delay and distraction to the team.
- Agitating stakeholders
- Obstructors who have contact with external stakeholders, such as customers, might elect to motivate them by disclosing information the obstructors consider to be influential relative to their own aims. The external stakeholders then attempt to accelerate the action of the group in the stakeholders' preferred direction, which, by the design of the obstructor, interferes with the group's progress.
- A technique available to managers involves promoting someone into a position for which he or she might or might not be qualified, so as to gain political advantage for the manager. When this is done, there is an agreement in advance between the obstructing manager and the person promoted. That agreement makes clear between them that the manager's agenda is primary, and that the person promoted will take actions to promote that agenda, deniably, in a manner always consistent with organizational policy. That agenda can include obstruction.
- Career trashing
- Most visible, inspiring objectives have champions — people who have successfully communicated the inspiring objective throughout the organization. To delay, or even halt, movement toward those objectives, obstructors sometimes attack the person of the champion. By trashing the career of the champion, obstructors deprive the target task of its voice, sometimes fatally weakening the organizational will to continue.
- Any complex group effort entails making a series of decisions, and then building on the foundation they comprise. Obstructors can disrupt progress by raising questions about previously settled decisions. The parts of the foundation with greatest leverage are those that underlie large numbers of subsequent choices. These decisions are the favored targets of obstructors who use this tactic.
- Misrepresenting the environment
- Obstructors can disrupt
progress by raising questions
- Both organizations and projects require accurate, effective situational awareness. They must understand the competitive environment, their suppliers, and their customers. By propagating misinformation about the competitive or intellectual environment, or by delaying the transfer of accurate information, obstructors can confuse, mislead, or stimulate debate about objectives, tasks, or persons (especially rivals). The resulting discussions are at least distracting, and could lead to delays and bad decisions.
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More articles on Workplace Politics:
- How to Get Promoted in Place
- Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that
talk about promotions, getting promoted, or asking for promotions. What you do to get a promotion depends
on what you're aiming for.
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
- Passive Deceptions at Work
- Among the vast family of workplace deceptions, those that involve camouflage are both the most common
and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace
- Deep Trouble and Getting Deeper
- Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're
pretty sure there's no way out.
- Anticipate Counter-Communication
- Effective communication enables two parties to collaborate. Counter-communication is information provided
by a third party that contradicts the basis of agreements or undermines that collaboration.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
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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.