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:
- See No Evil
- When teams share information among themselves, they have their best opportunity to reach peak performance.
And when some information is withheld within an elite group, the team faces unique risks.
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often?
One cause might be cognitive biases that make us more receptive to expansion than contraction.
- False Summits: II
- When climbers encounter "false summits," hope of an early end to the climb comes to an end.
The psychological effects can threaten the morale and even the safety of the climbing party. So it is
in project work.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrensuarnVGtRduPgavVner@ChacFgKVifRRmfylWtNaoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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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.