In some groups or teams, dissent can be personally risky wherever it occurs — hallway conversation, email, meetings, over lunch, wherever. Last time we described general-purpose techniques some group Leaders use to suppress dissent. In meetings, though, leaders have a wide array of tools for effectively suppressing dissent.
I'm not advocating techniques for suppressing dissent, which is almost always unwise, and probably unethical. Rather, I offer this inventory as a guide to help people recognize patterns of abuse.
- Controlling the time and place of meetings
- Leaders acting in good faith try to schedule meetings to enable most people to attend. If schedule or location (real or virtual) must change, they announce changes to everyone as soon as possible. Leaders who are determined to create attendance obstacles for specific people, such as Dissenters, can choose times and places accordingly. And they can distribute change announcements accordingly, too.
- Controlling invitation and distribution lists
- By omitting Dissenters from meeting invitation lists or email distribution lists, Leaders can reduce the probability that Dissenters will receive important information, or be able to attend meetings, whether or not the information or meeting agenda is relevant to the substance of the dissent. These schemes can thus create what appear to be performance issues for Dissenters, which can affect their stature and credibility.
- Abusing agenda responsibility
- Leaders, who are typically responsible for meeting agendas, can adjust agendas to the disadvantage of Dissenters. Scheduling items so as to make Dissenters' own schedules more difficult, or allocating too little time to Dissenters' items, can create obstacles for Dissenters.
- Abusing the parking lot
- The Those who become accustomed to
suppressing dissent sometimes
experience expressions of
disagreement as challenges
to their personhood"parking lot" is a list of topics that arise during a meeting, but which aren't closely enough related to the agenda to warrant immediate attention. The Leader can arrange to "park" any points Dissenters raise, whether or not they're eligible for parking according to the usual criteria. And after the meeting, instead of dealing with the Dissenter's parked items, the Leader can arrange for them to be quietly ignored. For more about the parking lot, see "Using the Parking Lot," Point Lookout for September 12, 2007.
- Abusing the facilitator's prerogatives
- Many Leaders also facilitate their own meetings. As facilitators, they can influence the flow of their meetings by recognizing attendees who wish to comment or contribute to the discussion. They can decide what comments are germane, and they can interrupt contributors. When a contributor is speaking, and another attendee interrupts, Leaders can be selective about halting such interruptions. Although people generally frown upon arbitrariness in exercising the facilitator's prerogatives, in most organizations, attendees can't do much more. Objecting to a Leader's meeting management practices can be risky.
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 Devious Political Tactics:
- Devious Political Tactics: Divide and Conquer, Part I
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate
you to find another way.
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Failure Foreordained
- Performance Improvement Plans help supervisors guide their subordinates toward improved performance.
But they can also be used to develop documentation to support termination. How can subordinates tell
whether a PIP is a real opportunity to improve?
- Pushing the "Stupid" Button
- Some people know exactly how to lead others to feel ignorant or unintelligent. Here's a little catalog
of tactics to watch for.
- Counterproductive Knowledge Work Behavior
- With the emergence of knowledge-oriented workplaces, counterproductive work behavior is taking on new
forms that are rare or inherently impossible in workplaces where knowledge plays a less central role.
Here are some examples.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZTugRJdatfAnFRSzner@ChacloRiSCsCrQBUZwmyoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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.