In the workplace, political attack differs from routine politics. Routine politics centers around issues: how we should allocate resources, or which strategies would be most effective. In routine politics, the issues themselves usually determine the places and times of political interactions. For instance, the political debates about budget allocations generally occur near the deadlines for budget decisions.
Political attacks, by contrast, are timed by the attackers to secure political advantage. For instance, attacks might occur one after the other, to saturate the target's ability to respond. Or, to exploit perceived weaknesses, attackers might engage targets who are already in trouble from other sources.
Because they have the initiative, attackers have time to prepare. They can design their attacks in relative freedom. Closely spaced attacks give the attacker further advantage, because the target's responses are tightly time-constrained.
But timing is just one of the advantages of attackers. Here are some of the choices attackers have that targets do not. See "The Advantages of Political Attack: I," Point Lookout for September 3, 2008, for some of the more general advantages of attackers.
- Sophisticated attackers choose times that work to their own advantage. For instance, the attacker might choose a time when the target is preoccupied with an important deadline, or when traveling or on vacation. Attacks on those who are ill are also possible, but they're rare, because they seem so ruthless.
- Since attacks are more likely when you're under pressure, get better at managing pressure. But you can influence even these events, if you let it be known that you'll be busy at a time when you actually won't. Another example: change your previously announced vacation dates suddenly.
- Political attackers have choices
that their targets do not. The
choices they make can
confer significant advantages.
- The venue is the attacker's choice: a meeting, an email message, a private conversation or a confidential memo outside the target's awareness — anything is possible.
- Awareness of an attack is the first step in formulating a response. Since you can't monitor all venues, rely on your network. And you needn't respond in the venue in which you're attacked. Choose a venue for your response that meets your needs; the venue of the attack was chosen for the attacker's advantage.
- Prepositioned assets
- Since the attacker has planned the attack and can anticipate a subsequent exchange, he or she can acquire relevant assets in advance. Assets include relationships, information, planted rumors, intelligence, analyses, projections, procedures, and much more. For instance, an attacker can study arcane policies, regulations, or technologies for use later during an exchange.
- Anticipate the directions from which attacks can come. Notice whether alliances are forming, whether you're being isolated, or whether the organizational conversation is turning to topics of which you are relatively ignorant. Do what you can to limit the effectiveness of these preparations, and make preparations of your own.
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:
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself
to deal with them, can keep you out of trouble and make you more effective and influential.
- The Risky Role of Hands-On Project Manager
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of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential
conflicts of interest.
- Political Framing: Strategies
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by offering interpretations of their actions to knowingly and falsely make them seem responsible for
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- That Was a Yes-or-No Question: I
- In tense situations, one person might question another. As the respondent replies, the questioner interjects,
"That was a yes-or-no question." The intent is to trap the respondent. How does this work,
and how can the respondent escape the trap?
Forthcoming issues of Point Lookout
- Coming January 24: Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers. Available here and by RSS on January 24.
- And on January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
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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,
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, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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- 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's a date for this program:
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.