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Workplace Politics

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Coming May 21: Learning: What have you learned today? What has enriched you, changed your understanding of the world, or given you a new view of history or the future? Learning something new every day is a worthy goal. Available here and by RSS on May 21.
And on May 28: Managing Risk Revision: Prudent risk management begins by accepting the possibility that unpleasant events might actually happen. But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch resources by revising or denying risks. Here's a tactic for managing risk revision. Available here and by RSS on May 28.

Other topics:

May 14, 2008

Animosity Patterns: Animosity between two people at work is often attributed to "personality clashes." While sometimes people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's a short catalog of some of its uses.

April 23, 2008

The Risky Role of Hands-On Project Manager: The hands-on project manager manages the project and performs some of the work, too. There are lots of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential conflicts of interest.

April 16, 2008

Organizational Loss: Searching Behavior: When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.

March 12, 2008

Responding to Threats: Part III: Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other parties. Indirect threats are indeed warnings, but not in the way you might think.

February 27, 2008

Responding to Threats: Part II: When an exchange between individuals, or between an individual and a group, goes wrong, threats often are either the cause or part of the results. If we know how to deal with threats — and how to avoid and prevent them — we can help keep communications creative and constructive.

February 20, 2008

Responding to Threats: Part I: Threats are one form of communication common to many organizational cultures, especially as pressure mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.

November 7, 2007

Devious Political Tactics: A Field Manual: Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.

October 24, 2007

Worst Practices: We hear a lot about best practices, but hardly anybody talks about worst practices. So as a public service, here are some of the best worst practices.

August 29, 2007

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.

August 22, 2007

Scopemonging: When Scope Creep Is Intentional: Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.

August 8, 2007

Unwelcome Workplace Hugs: Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.

August 1, 2007

About Workplace Hugs: In the past twenty years in the United States, we've changed from a relatively hug-free workplace culture to one that, in some quarters, seems to be experiencing a hugging tsunami. Knowing how to deal with hugging is now a valuable skill.

July 25, 2007

My Boss Gabs Too Much: Your boss has popped into your office for another morning gab session. Normally, it's irritating, but today you have a tight deadline, so you're royally ticked. What can you do?

July 18, 2007

Reverse Micromanagement: Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.

July 11, 2007

Ethical Influence: Part II: When we influence others as they're making tough decisions, it's easy to enter a gray area. How can we be certain that our influence isn't manipulation? How can we influence others ethically?

July 4, 2007

Ethical Influence: Part I: Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.

June 20, 2007

More Stuff and Nonsense: Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.

June 13, 2007

Things We Believe That Maybe Aren't So True: Maxims and rules make life simpler by eliminating decisions. And they have a price: they sometimes foreclose options that would have worked better than anything else. Here are some things we believe in maybe a little too much.

June 6, 2007

Hostile Collaborations: Sometimes collaboration with people we hold in low regard can be valuable. If we enter a hostile collaboration without first accepting both the hostility and the value, we might sabotage it outside our awareness, and that can render the effort worthless — or worse. What are the dynamics of hostile collaborations, and how can we do them well?

May 30, 2007

Snares 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.

April 4, 2007

Dismissive Gestures: Part III: Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.

March 28, 2007

Dismissive Gestures: Part II: In the modern organization, since direct verbal insults are considered "over the line," we've developed a variety of alternatives, including a class I call "dismissive gestures." They hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog of dismissive gestures.

March 21, 2007

Dismissive Gestures: Part I: Humans are nothing if not inventive. In the modern organization, where verbal insults are deprecated, we've developed hundreds of ways to insult each other silently (or nearly so). Here's part one of a catalog of non-verbal insults.

March 7, 2007

How to Tell If You Work for a Nanomanager: By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.

December 27, 2006

Managing Pressure: Milestones and Deliveries: Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics and strategies for dealing with pressure.

December 20, 2006

Managing Pressure: The Unexpected: When projects falter, we expect demands for status and explanations. What's puzzling is how often this happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing pressure.

December 13, 2006

Managing Pressure: Communications and Expectations: Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.

December 6, 2006

Using Indirectness at Work: Although many of us value directness, indirectness does have its place. At times, conveying information indirectly can be a safe way — sometimes the only safe way — to preserve or restore wellbeing and comity within the organization.

November 15, 2006

Nasty Questions: Part II: In meetings, telemeetings and email we sometimes ask questions that aren't intended to elicit information. Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part two of a catalog of some favorite tactics.

November 8, 2006

Nasty Questions: Part I: Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather, they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's political agenda. Here's part one a catalog of some favorite tactics.

October 4, 2006

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?

September 20, 2006

When You Think Your Boss Is Incompetent: After the boss commits even a few enormous blunders, some of us conclude that he or she is just incompetent. We begin to worry whether our careers are safe, whether the company is safe, or whether to start looking for another job. Beyond worrying, what else can we do?

September 13, 2006

How to Get a Promotion in Line: If you want a promotion in line — a promotion to the next supervisory level in your organization — what should you do now to make it come about? What risks are there?

August 23, 2006

How to Get Promoted in Place: Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that talk about promotions, getting promoted or asking for promotions. What you do to get a promotion depends on what you're aiming for.

August 16, 2006

How to Get a Promotion: the Inside Stuff: Do you think you're overdue for a promotion? Many of us are, but are you doing all you can to make it happen? Start with a focus on you.

July 5, 2006

Are You a Fender?: Taking political risks is part of the job, especially if you want the challenges and rewards that come with increased responsibility. That's fair. But some people manage political risks by offloading them onto subordinates. Be certain that the risk burden you carry is really your own — and that you carry all of it yourself.

June 21, 2006

On Organizational Coups d'Etat: If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.

June 14, 2006

Knife-Edge Performers: Some employees deliver performance episodically, while some deliver steady, but barely adequate performance. Either way, they keep their managers drained and anxious, on the "knife edge" of terminating them. How can you detect knife-edge performers, and what can you do about them?

April 26, 2006

The High Cost of Low Trust: Part II: Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.

April 19, 2006

The High Cost of Low Trust: Part I: We usually think of Trust as one of those soft qualities that we would all like our organizational cultures to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here are some of the ways we pay for low trust.

February 8, 2006

Ten Tactics for Tough Times: Part II: When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part II of a set of approaches that can organize your thinking and shorten the obsessing.

February 1, 2006

Ten Tactics for Tough Times: Part I: When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of approaches that can organize your thinking and shorten the obsessing.

December 21, 2005

Is It Blame or Is It Accountability?: When we seek those accountable for a particular failure, we risk blaming them instead, because many of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?

November 9, 2005

Empire Building: Empire builders create bases of power within the larger organization. Typically, they use these domains to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate through or around them?

November 2, 2005

The Costs of Threats: Threatening as a way of influencing others might work in the short term. But a pattern of using threats to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships, and create an atmosphere of fear.

August 31, 2005

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.

July 20, 2005

Devious Political Tactics: Divide and Conquer, Part II: While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate you to find another way.

July 6, 2005

Devious Political Tactics: Divide and Conquer, Part I: While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate you to find another way.

June 15, 2005

When Others Curry Favor: When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger or worse. Trying to stop those who curry favor probably isn't an effective strategy. What is?

June 8, 2005

Currying Favor: The behavior of the office kiss-up drives many people bats. It's more than annoying, though — it does real harm to the organization. What is the behavior?

February 16, 2005

Top Ten Signs of a Blaming Culture: The quality of an organization's culture is the key to high performance. An organization with a blaming culture can't perform at a high level, because its people can't take reasonable risks. How can you tell whether you work in a blaming culture?

October 20, 2004

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?

October 6, 2004

Patterns of Everyday Conversation: Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself to deal with them, can keep you out of trouble and make you more effective and influential.

September 29, 2004

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?

January 7, 2004

There Are No Micromanagers: If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.

November 26, 2003

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.

October 29, 2003

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?

October 22, 2003

Plopping: When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?

October 15, 2003

Devious Political Tactics: The Three-Legged Race: The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?

October 1, 2003

Devious Political Tactics: The False Opportunity: Workplace politics can make any environment dangerous, both to your career and to your health. This excerpt from my little catalog of devious political tactics describes the false opportunity, which appears to be a chance to perform, to contribute, or to make a real difference. It's often something else.

September 24, 2003

Devious Political Tactics: Credit Appropriation: Managers and supervisors who take credit for the work of subordinates or others who feel powerless are using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.

August 15, 2001

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.

June 20, 2001

Illegal Dumping: To solve problems, we change existing policies or processes, or we create new ones. We try to make things better and sometimes we actually succeed. More often, we create new problems — typically, for someone else.

March 7, 2001

Workplace Politics Is Not a Game: We often think about "playing the game" — either with relish or repugnance. Whatever your level of skill or interest, you'll do better if you see workplace politics as it is. It is not a game.

February 28, 2001

The "What-a-Great-Idea!" Trap: You just made a great suggestion at a meeting, and ended up with responsibility for implementing it. Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas without risk of getting even more work to do?

January 3, 2001

Don't Staff the Ammo Dump: "Staffing the ammo dump" is the job of retrieving ammunition for someone else to use in a political attack on a third party. It's a dangerous role.

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Chaco Canyon Consulting
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