In the race to be the first to the South Pole, the two contenders were Robert Falcon Scott, of the Royal Navy, and Roald Amundsen of Norway. Scott had Royal sponsorship, but Amundsen had to persuade his backers of the commercial possibilities of his expedition.
These were the days before the Panama Canal, and the only shipping routes around the Americas were long and expensive. To make the investment in his expedition attractive, Amundsen told his backers that he was exploring the Arctic, which held much more commercial interest than did the Antarctic.
Just one thing — he was lying.
His true motive was to be the first to reach the South Pole. Amundsen successfully misled everyone. He broke the rules.
Breaking the rules is sometimes the best way — sometimes the only way — to get things done. When we break the rules, and then fail, we can end up in deep yogurt. But when we break the rules and then later succeed, people sometimes overlook the transgression. And sometimes they don't.
When is rule breaking a useful strategy? What rules can we break safely? Here are some tips for breaking the rules.
- Old rules can be more breakable
- Older rules tend to be more breakable than newer rules. Sometimes the conditions that led to them no longer apply, and sometimes their chief architects have moved on.
- Of the older rules, those that are frequently applied tend to be the strongest. The old, dusty ones that lack constituencies tend to be the most breakable.
- We don't admit it, but goals count
- When we break the rules
and then later succeed,
people sometimes overlook
- The end doesn't justify the means, but what people care about does matter. If the goal is attractive enough, people tend to look the other way when rules are broken.
- Break rules only when you're aiming for a goal people care about and you think your chances of achieving it are good.
- Stay within the law
- Breaking organizational rules is one thing. Breaking laws is another. Law breaking invites all kinds of consequences, and organizational benefits aren't likely to count for much.
- Be knowledgeable enough to stay within the law.
- Personal gain is a liability
- If you personally gain from your rule breaking, you're asking for trouble. Breaking the rules is much more likely to be acceptable if the organization is the principal beneficiary.
- Even better if your boss and the applicable rule enforcement unit are beneficiaries.
- Prepare to accept adverse consequences
- If you fail, and if you broke rules in the attempt, you might have to pay a price. The price can include organizational discipline, termination, or even "blacklisting" in your profession.
- Be certain that you're prepared to endure the consequences if the organization decides to take action.
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 Workplace Politics:
- 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?
- 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.
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
- How to Undermine Your Boss
- Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for
"How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this
one's for you.
- Passive Deceptions at Work
- Among the vast family of workplace deceptions, those that involve camouflage are both the most common
and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace
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.
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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.