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: 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
Is 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
Your comments are welcomeWould you like to see your comments posted here? rbrenECYdCAEjkspzIrekner@ChacczELBrRyplpqPKBMoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
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.
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.
More articles on Workplace Politics:
- Breaking the Rules
- Many outstanding advances are due to those who broke rules to get things done. And some of those who
break rules get fired or disciplined. When is rule breaking a useful tactic?
- 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?
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
- Devious Political Tactics: More from the Field Manual
- Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless
use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
- Some Hazards of Skip-Level Interviews: II
- Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor.
They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrencYpMFMnHgdehwEMpner@ChacpxPjaIdarTBejsquoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- 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 organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.