Most of us have a sense of our own integrity. There are some things we just won't do. Yet, in extreme situations, most of us would violate our personal codes. Suppose that you believe that you would never assault anyone. Ask yourself, "What if someone tried to snatch my child from me at the mall?" That example might not work for you, but try to find one that does. For most of us, it's surprisingly easy.
So it is in workplace politics. We can justify almost any action when status, self-esteem, and money are at stake — especially after the fact.
This sounds bleak, and you might wonder whether it's worth participating at all. In fact, you're already participating. Maybe you aren't at the heart of the action, but you're at least part of the audience. To stand outside of the politics, you must stand outside of the organization.
You can participate comfortably if you adopt some principles that help manage your risk. Get a small notebook and start your collection. Here are some to get you started.
- Choose your dance partners
- Some people have values that are consistent with yours. Others don't. Some people are much higher rank than you are. Others are nearer your own level. Political agreements with others who are very different from you in values or rank entail greater risk that one of you will hurt the other. Work with those with whom you're comfortable.
- Make agreements explicit
- When a colleague violates an agreement, we can feel wronged, even when the agreement was implicit and even when the colleague was unaware of the agreement. Don't assume — make all agreements explicit. People hardly ever honor agreements they don't know about.
- Make exchanges contemporaneous
- Political agreements
with others who are
very different from you
in values or rank
entail greater risk
that one of you
will hurt the other
- When an agreement involves an exchange, make sure that the exchange is contemporaneous. An exchange in which you deliver now and your partner delivers in six months is risky, because it's tempting to re-interpret the agreement once the exchange is only half-complete.
- Confidences are (almost) always broken
- When you tell someone something in confidence, expect it to get around. Almost all of us — including you! — have repeated something we agreed never to repeat. Pledges of confidentiality have short shelf lives. For more on this, see "You Have to Promise Not to Tell a Soul," Point Lookout for July 25, 2001.
- Other people don't live by your rules
- When someone has transgressed, often the transgression is a violation of your own code of ethics, but not theirs. People are free to break your personal rules. Recognize that each of us has the right to develop our own rules.
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
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More articles on Ethics at Work:
- When You Aren't Supposed to Say: III
- Most of us have information that's "company confidential," or even more sensitive than that.
Sometimes people who want to know what we know try to suspend our ability to think critically. Here
are some of their techniques.
- Approval Ploys
- If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval
seekers use to enhance their success rates. Here are some tactics approval seekers use.
- The Attributes of Political Opportunity: The Finer Points
- Opportunities come along even in tough times. But in tough times like these, it's especially important
to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to
assist you in your detective work.
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in
the rest of life. But the technologies of the modern workplace offer new opportunities to practice the
art. Here's Part II of a handy guide for telephonic self-defense.
- More Things I've Learned Along the Way
- Some entries from my personal collection of useful insights.
See also Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAFSyRVZroltTmMIZner@ChacWvuViNfGGZspRjmUoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.