We need not be placid victims of devious political operators at work. And we need not respond in kind. We can often disable their tactics before they harm anyone.
Here's another installment of devious political tactics, with suggestions for ethical, effective responses.
- The Dunning-Kruger defense
- The operator who's aware of the Dunning-Kruger Effect can deliver important and perfectly sound information in a halting, circumspect manner. By arousing in the recipient doubt about the validity of the information, the operator limits the likelihood of the recipient acting on it, while simultaneously providing evidence that the information was indeed delivered. If the recipient later charges that the operator failed to deliver the information, or conveyed a false impression, the operator can claim that the information was delivered with the care it deserved. Some operators actually transfer responsibility to the recipient by suggesting that the recipient learn about the Dunning-Kruger effect, to prevent future errors.
- Learn about the Dunning-Kruger effect. When you suspect this tactic, ask the operator directly, "What's your level of confidence in this information?"
- Improvised explosive devices
- In asymmetric warfare, improvised explosive devices (IEDs) are usually buried under roadways or hidden in street litter. Similarly, in politics, assets intended to harm targets must sometimes be concealed to be effective. For instance, the operator might conceal knowledge that a critical component supplier is about to enter bankruptcy. Or the operator might display or profess indifference toward a prize to convince the target that the prize is unimportant, and to conceal the operator's own plans to seize the prize. With IEDs, the goal is to induce targets to drop their guard, to give the operator a free hand for a time.
- When you notice that someone known for ruthlessness displays a puzzling indifference to an asset, search for IEDs.
- Exploiting the Zebra Effect
- The Zebra Effect arises When you notice that someone known
for ruthlessness displays a puzzling
indifference to an asset,
search for IEDswhen we have so many items to track that their sheer number reduces our ability to address them. Operators intent on demonstrating their target's incompetence can exploit the Zebra Effect by first deluging the target with irrelevant, distracting demands, and finally assigning something really important with a tight deadline. The target, overwhelmed, might not notice the important task, but even if that task is noticed, the target's attention is already saturated. The substandard performance that follows is a result of the operator's actions, rather than the target's, but the operator can usually contend that the target is incompetent.
- When you receive assignments, the first step is determining their priority. If you have any doubt about priority, ask the operator directly for guidance.
When someone else is targeted unjustly, beware. If the target is your boss, prepare to move on. If the target is your subordinate, intervene. If the target is a peer, and you can't intervene, prepare — you might be next. Top Next Issue
For more devious political tactics search for devious political tactics.
For more about the Dunning-Kruger Effect, see "The Paradox of Confidence," Point Lookout for January 7, 2009; "How to Reject Expert Opinion: II," Point Lookout for January 4, 2012; "Overconfidence at Work," Point Lookout for April 15, 2015; "Wishful Thinking and Perception: II," Point Lookout for November 4, 2015; "Wishful Significance: II," Point Lookout for December 23, 2015; "Cognitive Biases and Influence: I," Point Lookout for July 6, 2016; and "The Paradox of Carefully Chosen Words," Point Lookout for November 16, 2016.
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 Others Curry Favor
- When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse.
Trying to stop those who curry favor probably isn't an effective strategy. What is?
- Stalking the Elephant in the Room: I
- The expression "the elephant in the room" describes the thought that most of us are thinking,
and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging
elephants present intolerable risks to both the organization and its people.
- Beyond Our Control
- When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed.
We could have done more. But is that really true? Aren't some things beyond our control?
- How Did I Come to Be So Overworked?
- You're good at your job, but there's just too much of it, and it keeps on coming. Your boss doesn't
seem to realize how much work you do. How does this happen?
- 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.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
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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.
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.