August 25, 2010	Volume 10, Issue 34
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What Insubordinate Non-Subordinates Want: Part II

by Rick Brenner

When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?

A comparison of energy consumption of compact fluorescent (CFL) bulbs with incandescent bulbs. The ratio is about 9:1 when used identically. Even taking into account the possibility that higher efficiency leads to more profligate use, CFLs are an effective way to reduce energy consumption. Despite the obvious social benefits, it has been politically difficult in the U.S. to outlaw the use of incandescents, even in new installations. Advocates of CFLs would be unwise to view this as anything other than the results of attachment to the status quo, especially by the energy industry, which would suffer some short-term demand constriction if CFL adoption were accelerated. Nevertheless, some CFL advocates do view opposition to mandated adoption as evidence for an energy conspiracy. Similarly, some of those who benefit from elevated energy consumption view CFL advocates as either engaged in a conspiracy against them, or perhaps as unwitting dupes of clever conspirators, who are trying to disrupt the energy industry in the name of energy conservation. Photo courtesy Maryland Department of Natural Resources.

Let's now examine organizational concerns that might lead to uncooperative behavior. As I did last time, I use C as the name of the person who's championing the effort, and S for the person who's subverting it.

Objecting to the goal

Sometimes the subversion is actually objection to the overall goal. To someone who has been frustrated in modifying that goal, or eliminating it from the organizational agenda, being required to contribute to its achievement can be very bitter indeed. Simple non-compliance becomes a tempting tactic.

If S had previously expressed doubts about the goal, or had issued grave warnings against attempting it, failure might elevate S's status. In such cases, subversive activity isn't so much an attempt to target C as it is an effort to elevate S.

Attachment to what has been

If C's task is related to an organizational change effort, S's non-cooperation might actually be something often called resistance, which I prefer to call active persistence. See "Is It Really Resistance?," Point Lookout for January 24, 2001, for more.

It's useful to identify these attachments, because others might be similarly affected. The behavior suggests that the change effort itself is the source of the problem, rather than S.

Delaying tactics

Sometimes the goal of non-cooperation is simple delay. Delay might prevent exposure of other problems, or it might conceal delays in seemingly unrelated efforts.

What appears to be sabotage or intentional subversion might actually be a less malevolent attempt to prevent on-time or early completion. Consider not only who might benefit from failure, but also who might benefit from delay.

Favors and deals

S's behavior might What appears to be sabotage
or intentional subversion
might actually be a less
malevolent attempt to prevent
on-time or early completionbe less important to S than it is to someone else. That is, S might be acting on behalf of one or more others, as part of a deal or as a favor. This is rare behavior in most organizations, because it requires a relatively toxic political atmosphere where people believe that such behavior is permissible.

Deals have prices attached to them. If you can outbid the person with whom S has struck a deal, you might gain S's cooperation for a time. Remember, though, that political prices come in both positive and negative forms — as incentives and disincentives, and as rewards and punishments. If S's political partner has a bigger budget for deals — that is, if S has more clout than you have — you probably can't compete in the auction.

Next time we'll examine the role of supervisors in non-compliance situations. First in this series Next in this series   Top    Next Issue

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

When All Your Options Are Bad

When you have several options, and all seem politically risky, what can you do? Here are two guidelines to finding your way to a good outcome.

Dealing with Org Chart Age Inversions

What happens when you learn that your new boss is younger than you are? Or when the first two applicants you interview for a position reporting to you are ten years older than you are? Do you have a noticeable reaction to org chart age inversions?

When Power Attends the Meeting

When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting in on the meetings of your subordinates.

Devious Political Tactics: Cutouts

Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts, operators can manipulate their environments while limiting their personal risk. How can you detect cutouts? And what can you do about them?

When Leaders Fight

Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?

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

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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 project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

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The Politics of Meetings for People Who Hate Politics

There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program:

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