In Part I of our discussion of stonewalling tactics, we looked at ploys that involve misrepresentations. In this Part II, we explore tactics that rely on bureaucratic behavior.
- Appeal to authority
- The appeal to authority is a transfer of responsibility for the obstruction from the stonewaller to someone whose authority you dare not question. Usually, the invoked authority is a co-conspirator. Example: "Personally, I'd like to tell you, but I've been instructed to withhold that information until it can be released."
- The need to invoke authority is tantamount to an admission of weakness. Press your case. One possible response to the appeal to authority: "OK, thanks, I'll just ask her." Of course, if the authority is a co-conspirator, this is somewhat risky, because the stonewaller might just say, "OK, knock yourself out." An alternative: "OK, I'll see what I can find out elsewhere." Because the alternative is non-specific, stonewallers sometimes take such responses more seriously.
- Continued study
- At the organizational scale, this tactic takes the form of chartering commissions, creating task forces, or adding the issue to the agenda of next month's committee meeting. At the personal scale, the response is of the form, "I don't know just now, but I'll research it and get back to you," or, "I don't decide that, but I'll look into it for you." It's a delay, rather than a denial.
- At the organizational scale, this tactic is available only to those who control resources. As such, it's an abuse of power, and only those who have greater organizational power can counter it. At the personal scale, it's an excuse so flimsy that it would be foolish to use it unless it's already backed up by more powerful means. Here, too, power is required for an effective response. If you expect that the stonewaller might employ this tactic, find a powerful ally first, and make the alliance clear along with your request.
- Major Major Major
- To defeat bureaucratic stonewalling
you have to assault the wall at
multiple points nearly simultaneously
- This tactic is one of avoidance (named after the character in Joseph Heller's Catch-22 (Order from Amazon.com). The obstructor is unavailable to the obstructed, and rarely returns email or phone calls relevant to any inquiry.
- To contact the obstructor, you'll have to use extraordinary methods. Call at odd hours from varying telephones so as to defeat Caller ID. If you're co-located, drop by after hours or before hours. If you're willing to deny it or blame it on a glitch, write code to send email or text messages every three minutes for eight hours. Anything you can do to include humor might be helpful: send a carved pumpkin, gift-wrapped in a box, with your inquiry inside it.
Bureaucratic stonewallers are more difficult to detect, because their methods appear to be prudent and routine — similar to business as usual. But when they fit a pattern of obstruction, there's usually little doubt. Top Next Issue
For more about obstructionist tactics generally, see "Obstructionist Tactics: I," Point Lookout for July 23, 2008.
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:
- Projection Errors at Work
- Often, at work, we make interpretations of the behavior of others. Sometimes we base these interpretations
not on actual facts, but on our perceptions of facts. And our perceptions are sometimes erroneous.
- Fooling Ourselves
- Humans have impressive abilities to convince themselves of things that are false. One explanation for
this behavior is the theory of cognitive dissonance.
- Coercion by Presupposition
- Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it
frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal
responsibility for ending it.
- Just Make It Happen
- Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen."
We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated
by ambition or ignorance — or both.
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
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.
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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.