Stonewalling: Part I
by Rick Brenner
Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the stonewaller hopes to gain advantage. What can you do about stonewalling?
As a tactic of obstruction, stonewalling depends for its effectiveness on the superior power of the obstructor. But the obstructed can prevail by outwitting the stonewaller, or by acquiring superior power, or by feigning superior power. To deal with stonewallers, the tactics you use depend on the tactics you face.
A lizardfish in a typical pose. Lizardfish, of which there are over 30 species, hunt prey mostly by ambush. They rest on the bottom, or sometimes bury themselves, lying in wait. This strategy is facilitated by the fish's shape and coloration, which is analogous to the "Voluminous Irrelevance" tactic favored by some organizational obstructionists. In voluminous irrelevance, the information you seek is buried in a mass of irrelevant information, just as the lizardfish hides itself in a mass of other life and sea bottom. More about lizardfish. Photo by Dr. Dwayne Meadows, NOAA/NMFS/OPR, (red oval superimposed by me), courtesy National Oceanic and Atmospheric Administration.
Here are some stonewalling tactics based mostly on misrepresentation, with some suggestions for dealing with stonewallers. See "Stonewalling: Part II," Point Lookout for August 27, 2008, for tactics based on bureaucratic practices.
- Repetitive requests for clarification
- Clarification requests from stonewallers can include demands for specificity, definitions of terms, resolution of alleged ambiguity, and an astounding array of other delaying tactics. Example: "When you say, 'show stopper,' exactly what level of unresolved defect are you asking about: 4, 5, or both 4 and 5?"
- These requests are especially frustrating when they're delivered near the deadline you set for a response. Recognize that these clarification requests aren't real. Anticipate: ask questions early and with such extreme specificity that any extended response times or late clarification requests will be obvious delaying tactics.
- Minimalist responses
- Minimalist responses can be nearly content-free. Example: if you ask, "When do you think you can get me an answer?" the response can be, "As soon as we know." You were expecting a date or time, but the response describes a condition of availability.
- Phrase your question so as to proscribe content-free responses. Example: "Please tell me a date and time by which I'll have an answer." Worry not about sounding nit-picky; the stonewaller knows exactly what's happening, despite protestations or feigned hurts.
- Voluminous irrelevance
- "Stonewalling" is perhaps a
misnomer. In many cases, delay,
rather than blockage, is the
stonewaller's true goal.
- In a tactic almost opposite to the minimalist response, the stonewaller provides long-winded, detailed, irrelevant responses. The bulk can be so great that you might find difficulty extracting the information you sought, and, in any case, it can take a long time to discover that the answer you seek isn't there.
- Specificity is the key. Detail exactly what you're seeking, and include a suggestion that the requested information is all you want for the moment, "to save you <the stonewaller> time."
- Parental care
- This tactic is used by stonewallers to assuage frustration by explaining that the stonewaller's delay is in the best interests of the obstructed. Example: "If I told you now, I couldn't be sure it was right, and you'd be proceeding on false information." It is as if the obstructor is playing the role of parent, saying, "It's for your own good."
- Don't be taken in, even if the stonewaller seems amiable, kindly, and concerned. Always remember that your welfare is very far down on the obstructor's list of priorities, and that you haven't requested — and don't need — parental protection. Repeat your request more urgently: "I'll take that risk. Tell me what you know. Now, please."
Destructive as stonewallers can be, their tactics don't work well against stonewalling — it's hard to block the progress of someone who wants to stay put. Countering stonewallers requires creativity.
Next time, we'll address those tactics that rely for their effectiveness on bureaucratic behavior. Top Next Issue
For more about obstructionist tactics generally, see "Obstructionist Tactics: Part I," Point Lookout for July 23, 2008.
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More articles on Workplace Politics:
- Currying Favor
- The behavior of the office kiss-up drives many people bats. It's more than annoying, though — it does real harm to the organization. What is the behavior?
- Managing Pressure: Communications and Expectations
- Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.
- Organizational Loss: Searching Behavior
- When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly why others do what they do. Here are some of the ways we get this wrong.
- Not Really Part of the Team: Part I
- Some team members hang back. They show little initiative and have little social contact with other team members. How does this come about?
See also Workplace Politics and Conflict Management for more related articles.
Forthcoming Issues of Point Lookout
- Coming April 1: Creating Toxic Conflict: Part II
- Some supervisors seem to behave as if part of their job description is creating toxic conflict among their subordinates. It isn't really, of course, but here's a collection of methods bad managers use that make trouble. Available here and by RSS on April 1.
- And on April 8: Why We Don't Care Anymore
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might help you appreciate your job. Available here and by RSS on April 8.
I offer email and telephone coaching at both corporate and individual rates.
Contact Rick for details at rbrenner@ChacoCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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