The phone rang, and Ed picked up. "Morning, Ed Philips," he said. What he heard next stunned him, because the voice came from the very top of the org chart.
"Ed, Dan Briscoe," said the voice. Briscoe was the Executive VP. "I've got a problem I think you can help me with. When can you stop by."
Ed knew it wasn't a question. "Be right there," he said. The phone clicked, so Ed hung up and took off for the top floor.
Jumping through several hoops of executive reception and assistants, Ed arrived at Briscoe's office. Briscoe greeted him and motioned him to a chair.
He began, "There's a committee reviewing and reorganizing the Web site, and they're stuck. I'd like you to join them representing Engineering, and get them unstuck."
"I see," Ed replied. "What do you think they're stuck on?"
Briscoe shrugged. "God knows. Probably the usual bureaucratic BS. Just go in there and throw a hand grenade on the table."
Ed was a little taken aback but tried not to show it. "OK," he said.
"Great," Briscoe said. "No need to report, I'll know when things get moving. Thanks." Ed stood, smiled, thanked him, and then left, wondering what he'd gotten into now.
Ed is right to be concerned. He's been asked by a senior manger to do something that could backfire for Ed. If he complies, he risks whatever relationships he has with people on the Web review committee. If he doesn't, he could have trouble with Briscoe.
"Divide and conquer"
has a long history
in war, politics,
child rearingThis is just one of a family of political tactics that implement a strategy of "divide and conquer," which has been used for thousands of years in war and politics. Today, managers and others use it in the workplace.
In using Ed to stir up the Web committee, Briscoe is using divide-and-conquer. He hopes to create anxiety within the committee — enough to get them "unstuck." While Briscoe is relatively safe, Ed is at risk because the members of the committee might see him as a divisive influence.
But Briscoe is also using another divide-and-conquer technique I call confidential aspersions. By denigrating the committee, he hopes to make Ed feel included in a confidence. Typically, this technique is applied in private, prior to asking the subordinate for some information, or for a special favor.
Confidential aspersions are very damaging. Using the tactic sets an example of denigrating colleagues, which can contribute to formation of a toxic and conspiratorial atmosphere. And there are those who realize that if you speak unfavorably about some subordinates, then you're likely to speak unfavorably about anyone if it suits your needs.
Divide-and-conquer tactics come in many forms — so many that I have to divide this topic to conquer it. We'll look at several more varieties of divide-and-conquer in "Devious Political Tactics: Divide and Conquer, Part II," Point Lookout for July 20, 2005. Top Next Issue
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More articles on Workplace Politics:
- The High Cost of Low Trust: 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.
- Dismissive Gestures: 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.
- Workplace Politics and Type III Errors
- Most job descriptions contain few references to political effectiveness, beyond the fairly standard
collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political
sophistication, understanding the political content of our jobs is important.
- Not Really Part of the Team: II
- When some team members hang back, declining to show initiative, we tend to overlook the possibility
that their behavior is a response to something happening within or around the team. Too often we hold
responsible the person who's hanging back. What other explanations are possible?
- Exasperation Generators: Irrelevant Detail
- When people relate stories at work, what seems important to one person can feel irrelevant to someone
else. Being subjected to one irrelevant detail after another can be as exasperating as being told repeatedly
to get to the point. How can we find a balance?
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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- 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:
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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.