Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 9, Issue 18;   May 6, 2009: Political Framing: Strategies

Political Framing: Strategies

by

In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some strategies framers use.
1988 Nobel Laureate Leon Lederman celebrating his eightieth birthday

1988 Nobel Laureate Leon Lederman celebrating his eightieth birthday. Trick birthday candles work the way they do because their wicks contain an ingredient that can be ignited by the glowing ember that remains when the candle is blown out. One common ingredient that serves this purpose is magnesium dust. Because magnesium burns in air, the dust particles burst into flame, and that flame is hot enough to reignite the plume of unburned paraffin that streams from the just-extinguished wick.

In political frame-ups, the role of the magnesium is played by the bystanders who unsure about both the framer's claims and the framer's targets. They're sometimes swayed by the sheer numbers of colleagues who give credence to the accusations of the framer and the framer's proxies. It is thus advantageous to framers to persuade large numbers of people of the accusations as rapidly as possible. Photo courtesy .

Have you ever felt as if you were being framed? Have you been accused falsely of organizational negligence or evil-doing by someone who knows well that the accusation is false? last time we explored how framers use communications to construct frames. Here are some other strategies framers use.

Spin
Using communication through multiple channels, framers ask about and report various incidents, slanting their reports to serve their aims. They might use face-to-face communication, telephone, and the entire array of electronic formats, but they prefer private and unrecorded channels, because of the risk of having their misrepresentations revealed. They portray their targets as intentional, hypocritical, or malicious; their allies as enthusiastic, honest, and public; and themselves as innocent, pure, and sympathetic.
As the target, you can't control how the framer uses spin, but you can control what you say and do. When you have to speak about topics that are already in play, speak before multiple witnesses, on the record. Anticipate what might be spun, and explicitly close those opportunities. For instance, if you're accused of assassinating President Lincoln, you can say, "Yes, in the third grade, I did learn that Lincoln was assassinated 120 years before I was born. A sad day."
Misled proxies
Sometimes framers enlist proxies to construct frames. Some proxies have the same goals as the framer, but often they're simply misled by the framers' fabrications.
Targets understandably tend to feel attacked and hurt when people repeat false accusations. Because some attackers are misled, targets fare better when they distinguish between the misled and the malevolent. Asking clarifying questions is one approach. For instance, in private: "Are you aware that I wasn't even born when Lincoln was assassinated?" When you can expose misleading statements of the framer, you disable the proxies, and perhaps rescue your relationships. Proxies who exhibit little interest in facts are probably internally motivated, rather than misled.
Multiple-front assaults
Sophisticated framers To targets, countering a frame
can feel like blowing out a
cakeful of trick birthday candles
know that spin and fabrication are not durable. To maintain the frame, they work several fronts simultaneously, possibly with different parts of the audience. If audience segments interact weakly, as one might find in a dispersed or global organization, the framer can deploy the same fabrication at different times in different audience segments. To targets, this can feel like a game of whac-a-mole, or like blowing out a cakeful of trick birthday candles.
Counter the multiple-front assault with communication. Do what you can to open communications, becoming visible to all audience segments. Form personal relationships with important members of the audience. Create a sense that "My goodness, Linda couldn't possibly have said that."

Even if you effectively counter a frame, recognize that you reside in a culture where framers do succeed. Another frame is probably just over the horizon. First in this series  Go to top Top  Next issue: Misleading Vividness  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

For a discussion of the connection between false accusations and confirmation bias, see "Confirmation Bias: Workplace Consequences Part I," Point Lookout for November 23, 2011.

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Professor John Walker Gregory and Sir Clements MarkhamObstructionist Tactics: II
Teams and groups depend for their success on highly effective cooperation between their members. If even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part II of a little catalog of tactics.
A New England stone wallThe Advantages of Political Attack: III
In workplace politics, attackers have significant advantages that explain, in part, their surprising success rate. In this third part of our series on political attacks, we examine the psychological advantages of attackers.
The Japanese battleship Yamato during machinery trials 20 October 1941Durable Agreements
People at work often make agreements in which they commit to cooperate — to share resources, to assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
Platform supply vessels battle the fire that was consuming remnants of the Deepwater Horizon oilrig in April 2010Managing Non-Content Risks: II
When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.
Timber blowdown in the Beaverhead-Deerlodge National ForestCoercion by Presupposition
Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal responsibility for ending it.

See also Workplace Politics and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Old books, the standard symbol of knowledgeComing April 17: How to Answer When You Don't Know How to Answer
People engaged in knowledge work must often respond to questions that test the limits of their knowledge, or the limits of everyone's knowledge. Responding effectively to such questions advances us all. Available here and by RSS on April 17.
Three gears in a configuration that's inherently locked upAnd on April 24: Antipatterns for Time-Constrained Communication: 1
Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

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.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.