Stalking the Elephant in the Room:
by Rick Brenner
When everyone is thinking something that no one dares discuss, we say that there is "an elephant in the room." Free-ranging elephants are expensive and dangerous to both the organization and its people. Here's Part II of a catalog of indicators that elephants are about.
A scene from the Orphan Girl Theatre's production of Antigone at the Butte Center for the Performing Arts in 2003. Sophocles' play Antigone contains one of the earliest known references to the idea of "killing the messenger." It is safe to assume that the idea is eons older than that. Photo courtesy the U.S. National Endowment for the Arts and the Butte Center for the Performing Arts.
Because we cannot fix what we cannot talk about, the "elephant in the room" can remain at large indefinitely, causing organizational difficulty, creating stress, raising costs and even creating catastrophes. Often, the elephant becomes discussible only after the damage becomes so obvious as to become undeniable.
Here's Part II of a set of indicators that a group or organization may be harboring elephants. This part emphasizes organizational attributes and policies. See "Stalking the Elephant in the Room: Part I," Point Lookout for June 9, 2010, for some indicators related to personal behavior.
- Messengers have been "killed"
- Some of those with power have occasionally "killed the messenger" as retribution for delivering bad news. This practice encourages others to withhold bad news, or to misrepresent situations as benign when they are not, which provides cover for elephants. To provide cover for elephants, metaphorically killing messengers isn't necessary; metaphorically wounding one now and then is almost as effective.
- High prices for asking for what you need
- When resources are inadequate, those who ask for what they actually need to carry out their responsibilities pay a high price. Their integrity is questioned, they might be relieved of their responsibilities, or they might find future assignments unappealing or degrading. This practice deters others from asking for what they need, and encourages people to believe the unbelievable.
- You've definitely found one elephant
- Elephants like to travel in small herds. An organization capable of tiptoeing around one elephant can probably find the means to tiptoe around several.
- Love-hate relationships
- In the Love form, We cannot fix what
we cannot talk aboutwhenever A speaks, B supports A, even if A is withdrawing a statement previously supported by B. In the Hate form, B opposes A, no matter what. No one ever comments about this pattern.
- Unresolved feuds
- A feud is a Hate relationship involving more than two individuals. Several different factions might be involved in a long-running feud.
- Abrupt, mysterious turnover
- Someone recently quit or was "terminated." The departed provides no satisfactory reason for leaving, and we sometimes don't even know whether the departure was voluntary.
- The existence of organizational black holes
- When organizational problems are reported through appropriate channels to the appropriate people in appropriate ways, there's no evidence of investigation or corrective action of any kind. The report simply disappears as if into a black hole.
- Deft use of "spin"
- When the leaders of an organization deftly use "spin" to mitigate the organizational impact of bad news, either internally or externally, they model that pattern for everyone else. People learn to see what is not there, and to not see what is there. These skills are essential to organizations that harbor elephants.
The items in both parts of this catalog are merely indicators of the possibility of elephants roaming about. Noticing them once in a while isn't proof of elephants, but the more frequently the indicators do occur, the stronger the possibility of elephants. First in this series Top Next Issue
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More articles on Workplace Politics:
- Practice Positive Politics
- Politics is a dirty word at work, as elsewhere. We think of it as purely destructive, often distorting decisions and leading the organization in wrong directions. And sometimes, it does. Politics can be constructive, though, and you can help to make it so.
- More Indicators of Scopemonging
- Scope creep — the tendency of some projects to expand their goals — is usually an unintended consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to overcome budgetary and political obstacles.
- The Attributes of Political Opportunity: The Basics
- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish between true opportunities and high-risk adventures. Here are some of the attributes of desirable political opportunities.
- On the Appearance of Impropriety
- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean, what are the consequences of such avoiding, and when is it an appropriate choice?
- Kinds of Organizational Authority: the Informal
- Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
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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