There's no excuse for going-dark behavior, of course, but in our frustration, trying to turn the lights back on, we often select tactics that are ineffective and can even be counterproductive. Avoid these:
- The Tweaking CC
- Public embarrassment
- Pillorying the offender in a general email to the team, or at a meeting — especially in his or her absence — is likely to arouse anger and resistance.
- Spreading poison
- Describing the problem to anyone who will listen will likely be seen as character assassination.
- Harassment and intimidation, in person or in other media, are always unethical and unacceptable. And they just plain don't work. See "When You're the Target of a Bully," Point Lookout for March 17, 2004.
- Suspending privileges or reassignment as punishment
- Indirect, threatening, or abusive
tactics are unlikely
to address the problem
- The deterrence theory of punishment is questionable in any case, but in the team environment it's downright toxic.
- The nuclear option
- Waiting until the annual review period to then clobber the victim with a truly horrible report doesn't resolve the immediate problem.
Try the following steps instead. They're arranged in roughly increasing order of escalation.
- Email, voicemail, interdepartmental mail, fax, stopping by, and notes on the chair
- You probably already tried all of these. They haven't worked.
- Email with a return-receipt and high priority
- This probably won't work either, but you have to try.
- Call at odd hours
- Calling in the early morning, during lunch, late evenings, or weekends might work, if the subject is avoiding answering calls during business hours.
- Mask your caller ID
- If the subject is screening your calls using caller ID, mask your ID or call from an unusual number, such as a conference room, a friend's mobile, or a colleague's phone. Next level: call from the credit union, HR, or Security.
- Make a personal visit
- If you're remote, this isn't an easy option, but it might work.
- Ask for help
- Consult your boss for ideas, influence, and moral support. This is a last resort, but it usually works when all else has failed.
When you finally make contact, remember to remain calm. If the incident is a first-time offense, explain your concerns seriously and respectfully and demand respect in return. If the incident is part of a pattern, you've got a larger problem, and you need more information to figure out what that problem might be.
For instance, the "offender" might not be an offender at all — he or she might have been directed to go dark by someone up the management chain (I've seen this happen). Tread carefully.
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More articles on Project Management:
- Resuming Projects: Team Morale
- Sometimes we cancel a project because of budgetary constraints. We reallocate its resources and scatter
its people, and we tell ourselves that the project is on hold. But resuming is often riskier, more difficult
and more expensive than we hoped. Here are some reasons why.
- Who Would You Take With You to Mars?
- What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the
latest thinking about designing teams for extended space exploration.
- Backtracking in Incremental Problem Solving
- Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or
iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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- 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.