If you've ever run into roadblocks as you tried to get your work done, and if those roadblocks were due to delays and decisions by co-workers, you might have felt that some people were actually trying to block your efforts. Although intentional obstruction is probably more rare than it seems, the ability to recognize it when it does occur is nevertheless helpful.
Here's Part II of a little catalog of obstructionist tactics. See "Obstructionist Tactics: I," Point Lookout for July 23, 2008, for Part I.
- Misrepresenting to regulators
- If the output or processes of the team are subject to regulation, internal or external, the obstructor can convey misinformation to the regulators. The information conveyed might contain a germ of truth, but it's usually packaged in a manner that creates or stimulates the urge to investigate. The investigation is then a source of delay and distraction to the team.
- Agitating stakeholders
- Obstructors who have contact with external stakeholders, such as customers, might elect to motivate them by disclosing information the obstructors consider to be influential relative to their own aims. The external stakeholders then attempt to accelerate the action of the group in the stakeholders' preferred direction, which, by the design of the obstructor, interferes with the group's progress.
- A technique available to managers involves promoting someone into a position for which he or she might or might not be qualified, so as to gain political advantage for the manager. When this is done, there is an agreement in advance between the obstructing manager and the person promoted. That agreement makes clear between them that the manager's agenda is primary, and that the person promoted will take actions to promote that agenda, deniably, in a manner always consistent with organizational policy. That agenda can include obstruction.
- Career trashing
- Most visible, inspiring objectives have champions — people who have successfully communicated the inspiring objective throughout the organization. To delay, or even halt, movement toward those objectives, obstructors sometimes attack the person of the champion. By trashing the career of the champion, obstructors deprive the target task of its voice, sometimes fatally weakening the organizational will to continue.
- Any complex group effort entails making a series of decisions, and then building on the foundation they comprise. Obstructors can disrupt progress by raising questions about previously settled decisions. The parts of the foundation with greatest leverage are those that underlie large numbers of subsequent choices. These decisions are the favored targets of obstructors who use this tactic.
- Misrepresenting the environment
- Obstructors can disrupt
progress by raising questions
- Both organizations and projects require accurate, effective situational awareness. They must understand the competitive environment, their suppliers, and their customers. By propagating misinformation about the competitive or intellectual environment, or by delaying the transfer of accurate information, obstructors can confuse, mislead, or stimulate debate about objectives, tasks, or persons (especially rivals). The resulting discussions are at least distracting, and could lead to delays and bad decisions.
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:
- When Power Attends the Meeting
- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- My Boss Gabs Too Much
- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but
today you have a tight deadline, so you're royally ticked. What can you do?
- Obstructionist Tactics: I
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. What tactics
do obstructors use?
- I've Got Your Number, Pal
- Recent research has uncovered a human tendency — possibly universal — to believe that we
know others better than others know them, and that we know ourselves better than others know themselves.
These beliefs, rarely acknowledged and often wrong, are at the root of many a toxic conflict of long standing.
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on 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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrizKfPXzYkCdEexrner@ChacJnHjnaUzcdjhGxaUoCanyon.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. 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.