Point Lookout An email newsletter from Chaco Canyon Consulting
Point Lookout, a free weekly email newsletter from Chaco Canyon Consulting
June 16, 2010 Volume 10, Issue 24
 
Recommend this issue to a friend
Join the Friends of Point Lookout
HTML to link to this article…
Archive: By Topic    By Date
Links to Related Articles
Sign Up for A Tip A Day!
Create a perpetual bookmark to the current issue Bookmark and Share
Tweet this! | Follow @RickBrenner Random Article

Stalking the Elephant in the Room:
Part II

by

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

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 about
whenever 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  Go to top Top  Next issue: This Is the Only Job  Next Issue
Bookmark and Share

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. Order Now!

Your comments are welcome
Would you like to see your comments posted here? rbrenbEEklbrhQPdVDsrXner@ChacHGsdDtIlehcWjYemoCanyon.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.

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:

The Rindge Dam, in Malibu Canyon, CaliforniaSnares at Work
Stuck in uncomfortable situations, we tend to think of ourselves as trapped. But sometimes it is our own actions that keep us stuck. Understanding how these traps work is the first step to learning how to deal with them.
A lizardfish in a typical poseStonewalling: Part I
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?
President George W. Bush and President Vladimir PutinI've Got Your Number, Pal
Recent research has uncovered a human tendency — possibly universal — to believe that we know others better than others know them, and that we know ourselves better than others know themselves. These beliefs, rarely acknowledged and often wrong, are at the root of many a toxic conflict of long standing.
Two bull elk sparring in Grand Teton National Park, WyomingWorkplace Bullying and Workplace Conflict: Part I
Bullying is unlike other forms of toxic conflict. That's why the tools we use to address toxic conflict simply do not work for bullying. In this Part I, we contrast bullying and ordinary toxic conflict.
Malibu beach at sunsetFailure Foreordained
Performance Improvement Plans help supervisors guide their subordinates toward improved performance. But they can also be used to develop documentation to support termination. How can subordinates tell whether a PIP is a real opportunity to improve?

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

Forthcoming Issues of Point Lookout

U.S. Troops in Viet Nam, 1961-1968Coming February 10: Patterns of Conflict Escalation: Part II
When simple workplace disagreements evolve into workplace warfare, they often do so following recognizable patterns. If we can recognize the patterns early, we can intervene to prevent serious damage to relationships. Here's Part II of a catalog of some of those patterns. Available here and by RSS on February 10.
A dense Lodgepole Pine stand in Yellowstone National Park in the United StatesAnd on February 17: Conversation Despots
Some people insist that conversations reach their personally favored conclusions, no matter what others want. Here are some of their tactics. Available here and by RSS on February 17.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenWcVrIWxAupywUDfvner@ChacWtEqGCjNnoWYjwnJoCanyon.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:

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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

High-Voltage Brainstorming: Leading Teams to More Brilliant Ideas Faster
AlthoHigh-Voltage Brainstormingugh most of us are very familiar with a technique known as brainstorming, many overestimate its effectiveness. Serious research indicates that, as commonly practiced, brainstorming produces results that tend to overlook some brilliant ideas, and might even include ideas that actually have little promise. In this eye opening yet entertaining program, Rick Brenner guides us as we explore the sources of the deficiencies of brainstorming, and then suggests concrete tips for mitigating those deficiencies. Read more about this program. Here's an upcoming date for this program:

Managing in Fluid Environments
Most Managing in Fluid Environmentspeople now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know whats coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here's an upcoming date for this program:

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.
Learn how to spot troubled projects before they get out of control.
Bad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
Learn how to make your virtual global team sing.
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A 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!
Learn 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 away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.