You're in a meeting. Your boss is talking about something you know a lot about. Your boss doesn't know it, but she's conveying misinformation. What would you do:
- Correct your boss before she does real damage
- Sit quietly and let her dig the hole deeper; or
- Let her go for a while. Then comment, "Actually, I think there might be an update on that," or some other gentle way to offer a correction.
If you answered (1), (2), or (3), you could be in trouble, because there's no right answer. The choice that works best — the least bad choice — depends on you, your boss, the other people in the conversation, and on your relationships. What works well in one situation doesn't necessarily work well in another.
There is no one best way.
We'd all like to believe that a straightforward, honest, open offer to amend what the boss is saying should be acceptable. In a perfect world, it might be. But since most of us don't work in a perfect world, how can you tell what to do?
Option (1) is an example of what works well in open systems. The straightforward, content-focused approaches work well when the relationships support them, when everyone is comfortable with that level of openness, and when everyone has agreed in advance to operate this way.
Option (2) is an example of what can happen in closed systems, where safety is available only by exercising the utmost care. Systems in these configurations exact a high price in vigilance on the people who work within them. People must be constantly aware of a long list of behaviors that others regard as injurious or hurtful. The system suffers as a result. Effort that could otherwise be allocated to furthering organizational goals must instead be spent on attending to interpersonal wariness. The problem can become so severe that the system can actually become dysfunctional.
Option (3) We'd all like to believe that a
straightforward, honest, open
offer to amend what the boss is
saying should be acceptable.
In a perfect world,
it might be.is an example from a middle category between the open and closed systems. This category is the one most likely to apply to the typical work group. In these systems, some openness is possible, but the messages that are delivered so directly in open systems must be carefully encased in almost ritualized exteriors that communicate high levels of respect and care. These exterior messages are designed to make the recipient realize that the interior content is not a threat to the status of the recipient. Beware, though, because even the most tactfully delivered correction messages can trigger the backfire effect.
To determine what kind of approach to take, decide first what kind of system you're in. Closed? Open? In between? If you're in an open system, it's usually obvious to all. If you can't even discuss the concept of openness, you're in a closed system. If you just aren't sure, you're probably in between. Top Next Issue
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More articles on Workplace Politics:
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- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- The Politics of the Critical Path: II
- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion
date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience
the unique politics of the critical path.
- 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.
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
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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.