Until the 1980s, deep miners used canaries to detect carbon monoxide and methane. Canaries are sensitive to these gases, especially colorless and odorless carbon monoxide, which is toxic. Because male canaries sing almost incessantly, and because they tend to woozily fall off their perches before the gas concentration becomes toxic to humans, canaries provided both visible and audible warnings of danger. It was a valuable service, for which the canaries often paid with their lives.
In the modern workplace, the canary in the coalmine is the person who first registers notice of an uncomfortable issue, such as bullying, ethical transgressions, unreasonably aggressive goals, or other abusive or risky practices.
We're all sensitive to these things to varying degrees. Fortunately, someone else usually notices the abuses and risks we don't notice ourselves. We return the favor by noticing abuses and risks that others don't.
Still, a difficulty arises when we've noticed something, and no one else has yet registered his or her notice: what to do? Here are some guidelines for being the canary.
- The canaries often died
- It's risky to be the first to register notice of abuses or risks. Even though the group might benefit from your action, it might still extract a price. The price is likely to be higher in more toxic political environments, and the price escalates with the degree of embarrassment to those with political power. But even if the political price is low, the price can be personal if your action brings harm to someone close to you.
- Consider carefully In the modern workplace,
the canary in the coalmine
is the person who first
registers notice of
abusive or risky
practiceswhether you're willing and able to pay the price.
- What you think you know might be wrong or incomplete
- Since the price of surfacing what you think you know can be high, be certain that what you know is correct and complete enough to justify the risks you might have to bear. Validation can be tricky, because even asking questions can carry risks.
- But ambiguity can also supply protection. If a benign interpretation is possible, and you elect not to surface what you know, you might be able to say, justifiably, that you thought all was well.
- Withholding also carries risks
- If you're aware of abuses or risks, and if you elect not to surface that knowledge, someone else might do so, or the situation might become self-evident. When the knowledge comes into the open, a natural question arises: who else knew about this, and why didn't they say something? Sometimes failing to surface the knowledge can be seen as disloyal, negligent, unethical, or even criminal.
- In some cases, you can be in jeopardy both for surfacing what you know, and for failing to do so.
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:
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reaction to org chart age inversions?
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operators can manipulate their environments while limiting their personal risk. How can you detect cutouts?
And what can you do about them?
- When You Think Your Boss Is Incompetent
- After the boss commits even a few enormous blunders, some of us conclude that he or she is just incompetent.
We begin to worry whether our careers are safe, whether the company is safe, or whether to start looking
for another job. Beyond worrying, what else can we do?
- Not Really Part of the Team: I
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- The Power and Hazards of Anecdotes: II
- Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded
of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGPFOHTACnWfkrVZpner@ChacTiYeInSGsooWENdroCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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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 a date for this
- 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.
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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.
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.