When people work together, they often have to act jointly, even though they would make differing choices if they acted independently. This tension between personal perspectives leads people to try to influence each other. In any given culture, some influence tactics are nearly-universally regarded as ethical, and some unethical, but we can debate about most of the rest.
The ethics of these choices are worth debating, because we all would prefer to be treated ethically ourselves. One possible framework for that debate is a set of ideas due to Virginia Satir[*], which she called The Five Freedoms. We all have these freedoms:
- The freedom to see and hear what is here, instead of what should be, was or will be
- The freedom to say what one feels and thinks, instead of what one should
- The freedom to feel what one feels, instead of what one should
- The freedom to ask for what one wants, instead of always waiting for permission
- The freedom to take risks in one's own behalf, instead of choosing to be only "secure" and not rocking the boat
Here are the first two of these five freedoms, with applications to influence in organizations.
- The freedom to see and hear what is here…
- When we limit what people know, by withholding or by delaying dissemination of information, especially for our own benefit, we're probably over the line. Even when the motive is to make the information more palatable to its recipients, we're at risk.
- Example: Your spouse receives a great job offer, but it's a two-hour commute. So you try to find a nice place to live halfway between your two workplaces. Just after you buy a new place, you get laid off. The company knew all along that your department would be cut, but they didn't want to say anything until a "more appropriate" time.
- Some influence tactics are
nearly-universally regarded as ethical,
and some unethical, but we can
debate about most of the rest
- The freedom to say what one feels and thinks…
- When we limit what people can discuss, whether by policy, pronouncement, or tacit understanding, we're probably over the line. Sometimes these limits even apply to conversations among those who already possess the subject information. These constraints can harm not only the targets of the constraint, but also the organization itself.
- Example: The boss announces to the team that the deadline must be met, and that we aren't discussing deadline adjustment — just how to meet it. Some deadlines can't change, but this tactic is common even for deadlines that can change. Restricting the discussion for the convenience of some could keep the team from finding a solution that's even better than meeting the deadline. Limiting what people can say deprives us of access to their creativity.
For more about the Five Freedoms and their relationship to a sense of organizational safety, see What to Do About Organizational Procrastination.
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
Your comments are welcomeWould you like to see your comments posted here? rbrenmaywqnDnzoVKUxjyner@ChacxTLetiuaxliWVNXooCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Is It Blame or Is It Accountability?
- When we seek those accountable for a particular failure, we risk blaming them instead, because many
of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?
- Management Debt: II
- As with technical debt, we incur management debt when we make choices that carry with them recurring
costs. How can we quantify management debt?
- The Deck Chairs of the <i>Titanic</i>: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities
just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
- 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.
- 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 July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengCTxODFvMbrZCHWhner@ChaceZDpCmMbMPmUUkVXoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.