- 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.
Other topical archives:
March 22, 2017
- Unanswerable Questions
- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable questions and how can we respond?
March 15, 2017
- Influence and Belief Perseverance
- Belief perseverance is the pattern that causes us to cling more tightly to our beliefs when contradictory information arrives. Those who understand belief perseverance can use it to manipulate others.
March 8, 2017
- The Opposite of Influence
- The question of why some people are so influential has a partner question: why are others largely ignored, or opposed, even when their contributions are valuable?
March 1, 2017
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded — or failed.
January 11, 2017
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds expectations," and "needs improvement." Many find the "meets" rating demoralizing. Why?
January 4, 2017
- More Obstacles to Finding the Reasons Why
- Retrospectives — also known as lessons learned exercises or after-action reviews — sometimes miss important insights. Here are some additions to our growing catalog of obstacles to learning.
December 28, 2016
- Problem Displacement by Intention
- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.
December 21, 2016
- Problem Displacement and Technical Debt
- The term problem displacement describes situations in which solving one problem creates another. It sometimes leads to incurring technical debt. How? What can we do about it?
September 14, 2016
- Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators of possible trouble are the behaviors of the people around you.
September 7, 2016
- Cultural Indicators of Political Risk
- Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators of political risk?
June 15, 2016
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent organizations from achieving their objectives. In this Part II of our examination of these complexities, we look into what keeps processes complicated, and how to deal with them.
June 8, 2016
- The Utility Pole Anti-Pattern: I
- Organizational processes can get so complicated that nobody actually knows how they work. If getting something done takes too long, the organization can't lead its markets, or even catch up to the leaders. Why does this happen?
June 1, 2016
- Workplace Anti-Patterns
- We find patterns of counter-effective behavior — anti-patterns — in every part of life, including the workplace. Why? What are their features?
March 23, 2016
- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical, even evil, but not backstabbing. What is backstabbing?
March 16, 2016
- The Costanza Matrix
- The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if you believe it." What if you don't believe it and it's true? Some musings.
March 2, 2016
- Allocating Airtime: II
- Much has been said about people who don't get a fair chance to speak at meetings. We've even devised processes intended to more fairly allocate speaking time. What's happening here?
February 24, 2016
- 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?
February 17, 2016
- Conversation Despots
- Some people insist that conversations reach their personally favored conclusions, no matter what others want. Here are some of their tactics.
December 2, 2015
- Suppressing Dissent: II
- Disagreeing with the majority in a meeting, or in some cases, merely disagreeing with the Leader, can lead to isolation and other personal difficulties. Here is Part II of a set of tactics used by Leaders who choose not to tolerate differences of opinion, emphasizing the meeting context.
November 25, 2015
- Suppressing Dissent: I
- In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.
September 30, 2015
- The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
September 23, 2015
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened and high performance becomes impossible. How can we reduce the incidence of holding back?
September 16, 2015
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams. Here is Part II of our exploration of mechanisms that account for team members' holding back effort they could contribute.
September 9, 2015
- Holding Back: I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?
September 2, 2015
- That Was a Yes-or-No Question: II
- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no trap.
August 26, 2015
- 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?
August 19, 2015
- When the Answer Isn't the Point: II
- Sometimes, when we ask questions, we're more interested in eliciting behavior from the person questioned, rather than answers. Here's Part II of a set of techniques questioners use when the answer to the question wasn't the point of asking.
August 12, 2015
- When the Answer Isn't the Point: I
- When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking.
June 10, 2015
- The Perils of Limited Agreement
- When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement is constructive, but there are risks. What are those risks and what can we do about them?
June 3, 2015
- 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.
April 8, 2015
- Why We Don't Care Anymore
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might help you appreciate your job.
March 18, 2015
- Suspense Is Not Your Friend
- Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes we must convey information that can be complicated when delivered in full detail. To convey complicated ideas effectively, avoid suspense.
February 25, 2015
- Grace Under Fire: II
- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the other into losing control. If we have better tools for recognizing these tactics, we're better able to maintain self-control. Here's Part II of such a toolkit.
February 18, 2015
- Grace Under Fire: I
- If you're ever in a tight spot in a meeting, one in which you must defend your actions or past decisions, the soundness of your arguments can matter less than your demeanor. What can you do when someone intends to make you "lose it?"
February 11, 2015
- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.
February 4, 2015
- Bottlenecks: I
- Some people take on so much work that they become "bottlenecks." The people around them repeatedly find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?
January 7, 2015
- 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.
December 31, 2014
- The Power and Hazards of Anecdotes: I
- Anecdotes are short stories — sometimes just a single sentence. They're powerful tools of persuasion, but they can also be dangerous, to both anecdote tellers and anecdote listeners.
December 24, 2014
- The Perils of Novel Argument
- When people use novel or sophisticated arguments to influence others, the people they're trying to influence are sometimes subject to cognitive biases triggered by the nature of the argument. This puts them at a disadvantage relative to the influencer. How does this happen?
August 27, 2014
- Deep Trouble and Getting Deeper
- Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're pretty sure there's no way out.
August 20, 2014
- You Can't Control What Other People Think
- Ever think that the world would be a much better place if you could control what other people think? Maybe it would be. And maybe not...
August 13, 2014
- Impasses in Group Decision-Making: IV
- Some impasses that develop in group decision-making relate to the substance of the discussion. Some are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
August 6, 2014
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand. With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses in the same way doesn't work. Here's why.
June 11, 2014
- Exasperation Generators: Irrelevant Detail
- When people relate stories at work, what seems important to one person can feel irrelevant to someone else. Being subjected to one irrelevant detail after another can be as exasperating as being told repeatedly to get to the point. How can we find a balance?
May 21, 2014
- The End-to-End Cost of Meetings: III
- Many complain about attending meetings. Certainly meetings can be maddening affairs, and they also cost way more than most of us appreciate. Understanding how much we spend on meetings might help us get control of them. Here's Part III of a survey of some less-appreciated costs.
May 14, 2014
- The End-to-End Cost of Meetings: II
- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources are outside the meeting room. Here's Part II of our exploration of meeting costs.
May 7, 2014
- The End-to-End Cost of Meetings: I
- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of the most-often overlooked costs of meetings.
April 9, 2014
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you to the risk of retribution. That's why the reporting decision must consider the need for safety.
April 2, 2014
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work. Proper or not, reporting violations can be simultaneously both risky and necessary.
February 12, 2014
- Some Hazards of Skip-Level Interviews: III
- Skip-level interviews — dialogs between a subordinate and the subordinate's supervisor's supervisor — can be hazardous. Here's Part III of a little catalog of the hazards, emphasizing subordinate-initiated skip-level interviews.
February 5, 2014
- Some Hazards of Skip-Level Interviews: II
- Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor. They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.
January 29, 2014
- Some Hazards of Skip-Level Interviews: I
- Although skip-level interviews have their place, they can be dangerous, explosive, and harmful to the organization. What are the dangers?
January 22, 2014
- Human Limitations and Meeting Agendas
- Recent research has discovered a class of human limitations that constrain our ability to exert self-control and to make wise decisions. Accounting for these effects when we construct agendas can make meetings more productive and save us from ourselves.
January 15, 2014
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
December 25, 2013
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins, some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
December 18, 2013
- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
November 20, 2013
- Ego Depletion: An Introduction
- Ego depletion is a recently discovered phenomenon that limits our ability to regulate our own behavior. It explains such seemingly unrelated phenomena as marketing campaign effectiveness, toxic conflict contagion, and difficulty losing weight.
October 9, 2013
- Not Really Part of the Team: II
- When some team members hang back, declining to show initiative, we tend to overlook the possibility that their behavior is a response to something happening within or around the team. Too often we hold responsible the person who's hanging back. What other explanations are possible?
October 2, 2013
- Not Really Part of the Team: I
- Some team members hang back. They show little initiative and have little social contact with other team members. How does this come about?
September 25, 2013
- Social Entry Strategies: II
- When we first engage with a group at work, we employ social entry strategies to make places for ourselves to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of a little catalog of social entry strategies.
September 18, 2013
- Social Entry Strategies: I
- Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes called social entry. We use social entry strategies to make places for ourselves in social groups at work.
August 14, 2013
- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens when groups fail even to consider changing something that everyone would agree needs changing.
July 10, 2013
- 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.
July 3, 2013
- Active Deceptions at Work
- Among the vast family of workplace deceptions, those that involve presenting fiction as reality are among the most exasperating, because we sometimes feel fooled or gullible. Lies are the simplest example of this type, but there are others, and some are fiendishly clever.
June 26, 2013
- Passive Deceptions at Work
- Among the vast family of workplace deceptions, those that involve camouflage are both the most common and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace deception.
June 19, 2013
- Deceptive Communications at Work
- Most workplace communication training emphasizes constructive uses of communication. But when we also understand how communication can be abused, we're better able to defend ourselves from abusive communication. One form of abusive communication is deception.
June 12, 2013
- Pariah Professions: II
- In some organizations entire professions are regarded as pariahs — outsiders. They're expected to perform functions that the organization does need, but their relationships with others in the organization are strained at best. When pariahdom is tolerated, organizational performance suffers.
June 5, 2013
- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some people in the rest of the organization. When these conditions prevail, organizational performance suffers.
May 1, 2013
- Devious Political Tactics: Mis- and Disinformation
- Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation, disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.
March 13, 2013
- Before You Blow the Whistle: II
- When organizations become aware of negligence, miscalculations, failures, wrongdoing, or legal infractions, they often try to conceal the bad news. People who disagree with the concealment activity sometimes decide to reveal what the organization is trying to hide. Here's Part II of our catalog of methods used to suppress the truth.
March 6, 2013
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can be especially ruthless.
February 27, 2013
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order. It helps us by removing perceptual distortion about what matters most. But it can't help as much with some kinds of perceptual distortion.
February 20, 2013
- On Badly Written Email
- Even those who aren't great writers do occasionally write clearly, just by chance. But there are some who consistently produce unintelligible email messages. Why does this happen?
January 23, 2013
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences. Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
January 2, 2013
- 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.
December 19, 2012
- 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?
November 28, 2012
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly why others do what they do. Here are some of the ways we get this wrong.
November 7, 2012
- Managing Non-Content Risks: II
- When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.
October 31, 2012
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated with the tasks — content risks. Meanwhile, other risks — non-content risks — get less attention. Among these are risks related to the processes and politics by which the organization gets things done.
October 24, 2012
- 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.
October 17, 2012
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.
October 10, 2012
- Impasses in Group Decision-Making: I
- Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving on to the more thorny areas. Why does this happen?
September 26, 2012
- Getting Into the Conversation
- In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities to contribute. The story is rather different for many meetings, where getting into the conversation can be challenging for some.
September 19, 2012
- No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere. How does this happen?
August 29, 2012
- Devious Political Tactics: More from the Field Manual
- Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
July 18, 2012
- Ground Level Sources of Scope Creep
- We usually think of scope creep as having been induced by managerial decisions. And most often, it probably is. But most project team members — and others as well — can contribute to the problem.
May 2, 2012
- On Noticing
- What we fail to notice about any situation — and what we do notice that isn't really there — can be the difference between the outcomes we fear, the outcomes we seek, and the outcomes that exceed our dreams. How can we improve our ability to notice?
April 11, 2012
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden, or to not do what is required. This phenomenon — called reactance — might explain some of the dynamics of micromanagement.
April 4, 2012
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants doesn't always uncover the reasons why. What are these obstacles?
March 28, 2012
- Workplace Politics and Integrity
- Some see workplace politics and integrity as inherently opposed. One can participate in politics, or one can have integrity — not both. This belief is a dangerous delusion.
February 1, 2012
- Social Transactions: We're Doing It My Way
- We have choices about how we conduct social transactions — greetings, partings, opening doors, and so on. Some transactions require that we collaborate with others. In social transactions, how do we decide whose preferences rule?
January 11, 2012
- On Advice and Responsibility
- Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail risk. How can this happen, and what choices do we have?
December 21, 2011
- When Your Boss Conveys Misinformation
- When your boss misspeaks — innocently, as opposed to deviously — what should you do? Corrections are not always welcome, but failing to offer corrections can be equally dangerous. How can you tell what to do?
October 19, 2011
- How to Stop Being Overworked: II
- Although many of us are overloaded as a result of our own choices, some are overloaded by abusive supervisors. If you find yourself in that situation, what can you do?
October 12, 2011
- How to Stop Being Overworked: I
- If you feel overworked, you probably are. Here are some tactics for those who want to bring an end to it, or at least, lighten the load.
October 5, 2011
- 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?
September 21, 2011
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in the rest of life. But the technologies of the modern workplace offer new opportunities to practice the art. Here's Part II of a handy guide for telephonic self-defense.
September 14, 2011
- Telephonic Deceptions: I
- People have been deceiving each other at work since the invention of work. Nowadays, with telephones ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic self-defense.
September 7, 2011
- Inappropriate Levels of Regard
- The regard we have for others as people is sometimes influenced by the regard we have for the work they do. Confusing the two is a dangerous error.
August 3, 2011
- Kinds of Organizational Authority: the Informal
- Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
July 27, 2011
- Kinds of Organizational Authority: the Formal
- A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part I of a little catalog of authority classes.
July 13, 2011
- Power, Authority, and Influence: A Systems View
- Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they function in organizations, we must adopt a systems view.
June 29, 2011
- The Deck Chairs of the <i>Titanic</i>: Strategy
- Much of what we call work is about as effective and relevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors related to strategy.
June 22, 2011
- The Deck Chairs of the <i>Titanic</i>: Task Duration
- Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend task duration.
June 15, 2011
- The Deck Chairs of the <i>Titanic</i>: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
May 25, 2011
- Mitigating Risk Resistance Risk
- Project managers are responsible for managing risks, but they're often stymied by insufficient resources. Here's a proposal for making risk management more effective at an organizational scale.
May 18, 2011
- How to Create Distrust
- A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.
April 6, 2011
- OODA at Work
- OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as combat, marketing, politics, and emergency management. Here's a brief overview.
March 9, 2011
- Rope-A-Dope in Organizational Politics
- Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying it to workplace politics at the organizational scale.
February 9, 2011
- How Pet Projects Get Resources: Cleverness
- When pet projects thrive in an organization, they sometimes depend on the clever tactics of those who nurture them to secure resources despite conflict with organizational priorities. How does this happen?
February 2, 2011
- How Pet Projects Get Resources: Abuse
- Pet projects thrive in many organizations — even those that are supposedly "lean and mean." Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?
January 26, 2011
- Why There Are Pet Projects
- Pet projects are common in organizations, including organizations with healthy and mature planning processes. They usually consume resources at levels beyond what the organization intends, which raises the question of their genesis: Where do pet projects come from?
December 8, 2010
- When It's Just Not Your Job
- Has your job become frustrating because the organization has lost its way? Is circumventing the craziness making you crazy too? How can you recover your perspective despite the situation?
November 24, 2010
- 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?
November 17, 2010
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
October 13, 2010
- The Politics of the Critical Path: II
- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience the unique politics of the critical path.
October 6, 2010
- Management Debt: II
- As with technical debt, we incur management debt when we make choices that carry with them recurring costs. How can we quantify management debt?
September 29, 2010
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths — that lead to recurring costs that are typically higher than alternatives. Why do we take on management debt? How can we pay it down?
September 22, 2010
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest completion date of the effort. If you're responsible for one of these tasks, you live in a unique political environment.
September 15, 2010
- Group Problem-Solving Tangles
- When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.
September 1, 2010
- What Insubordinate Non-Subordinates Want: III
- When you're responsible for an organizational function, and someone not reporting to you doesn't comply with policies you rightfully established, trouble looms. What role do supervisors play?
August 25, 2010
- What Insubordinate Non-Subordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
August 18, 2010
- What Insubordinate Non-Subordinates Want: I
- When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
August 4, 2010
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are the risks? What are the risks of not raising the issue?
July 21, 2010
- Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor. How does this happen?
June 30, 2010
- How to Undermine Your Boss
- Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for "How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this one's for you.
June 16, 2010
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant in the room." Free-ranging elephants are expensive and dangerous to both the organization and its people. Here's Part II of a catalog of indicators that elephants are about.
June 9, 2010
- 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.
June 2, 2010
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
May 26, 2010
- Communication Traps for Virtual Teams: I
- Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?
May 19, 2010
- The Perils of Political Praise
- Political Praise is any public statement, praising (most often) an individual, and including a characterization of the individual or the individual's deeds, and which spins or distorts in such a way that it advances the praiser's own political agenda, possibly at the expense of the one praised.
May 12, 2010
- Unwanted Hugs from Strangers
- Some of us have roles at work that expose us to unwanted hugs from people we don't know. After a while, this experience can be far worse than merely annoying. How can we deal with unwanted hugs from strangers?
April 21, 2010
- How to Undermine Your Subordinates
- People write to me occasionally that their bosses undermine them, but I know there are bosses who want to do more undermining than they are already doing. So here are some tips for bosses aspiring to sink even lower.
March 10, 2010
- Guidelines for Delegation
- Mastering the art of delegation can increase your productivity, and help to develop the skills of the people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
February 24, 2010
- The Power of Situational Momentum
- For many of us, the typical workday presents a series of opportunities to take action. We often approach these situations by choosing among the expected choices. But usually there are choices that exploit situational momentum, and they can be powerful choices indeed.
February 17, 2010
- The Politics of Lessons Learned
- Many organizations gather lessons learned — or at least, they believe they do. Mastering the political subtleties of lessons learned efforts enhances results.
February 3, 2010
- Confronting the Workplace Bully: I
- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
January 27, 2010
- What You See Isn't Always What You Get
- We all engage in interpreting the behavior of others, usually without thinking much about it. Whenever you notice yourself having a strong reaction to someone's behavior, consider the possibility that your interpretation has outrun what you actually know.
January 20, 2010
- What Do You Need?
- When working issues jointly with others, especially with one other, we sometimes hear, "What do you need to make this work?" Your answers can doom your effort — or make it a smashing success.
December 23, 2009
- How to Avoid Responsibility
- Taking responsibility and a willingness to be held accountable are the hallmarks of either a rising star in a high-performance organization, or a naïve fool in a low-performance organization. Either way, you must know the more popular techniques for avoiding responsibility.
December 16, 2009
- A Critique of Criticism: II
- To make things better, we criticize, but we often miss the mark. We inflict pain without meaning to, and some of that pain comes back to us. How can we get better outcomes, while reducing the risks of inflicting pain?
December 9, 2009
- A Critique of Criticism: I
- Whether we call it "criticism" or "feedback," the receiver can sometimes experience pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to increase the chance that the receiver hears the giver's message without experiencing pain?
December 2, 2009
- On the Appearance of Impropriety
- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean, what are the consequences of such avoiding, and when is it an appropriate choice?
October 28, 2009
- The Attributes of Political Opportunity: The Finer Points
- Opportunities come along even in tough times. But in tough times like these, it's especially important to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to assist you in your detective work.
October 21, 2009
- The Attributes of Political Opportunity: The Basics
- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish between true opportunities and high-risk adventures. Here are some of the attributes of desirable political opportunities.
August 26, 2009
- I've Got Your Number, Pal
- Recent research has uncovered a human tendency — possibly universal — to believe that we know others better than others know them, and that we know ourselves better than others know themselves. These beliefs, rarely acknowledged and often wrong, are at the root of many a toxic conflict of long standing.
August 19, 2009
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace, but that trouble is often avoidable.
May 20, 2009
- In workplace politics, some people always seem to be seeking information about others, but they give very little in return. They're pumpers. What can you do to deal with pumpers?
May 6, 2009
- Political Framing: Strategies
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some strategies framers use.
April 29, 2009
- Political Framing: Communications
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some communications tactics framers use.
February 11, 2009
- How to Avoid a Layoff: Your Situation
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for positioning yourself in the organization to reduce the chances that you will be laid off.
October 29, 2008
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit the advantages of the drafting role. Some drafters don't meet that standard.
October 22, 2008
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong, or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
October 15, 2008
- When You're the Least of the Best: II
- Many professions have entry-level roles that combine education with practice. Although these "newbies" have unique opportunities to learn from veterans, the role's relatively low status sometimes conflicts with the self-image of the new practitioner. Comfort in the role makes learning its lessons easier.
October 8, 2008
- When You're the Least of the Best: I
- The path to the pinnacle of many professions leads through an initiate or intern stage in which the new professional plays a role designed to facilitate learning, especially from those more experienced. For some, this role is frustrating and difficult. Comfort in the role makes learning its lessons easier.
September 24, 2008
- The Advantages of Political Attack: III
- In workplace politics, attackers have significant advantages that explain, in part, their surprising success rate. In this third part of our series on political attacks, we examine the psychological advantages of attackers.
September 17, 2008
- The Advantages of Political Attack: II
- In workplace politics, attackers are often surprisingly successful with even the flimsiest assertions. Often, they prevail, in part, because they can choose the time and venue for their attacks. They also have the advantage of preparation. How can targets respond effectively?
September 10, 2008
- Lateral Micromanagement
- Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another. Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power and rank, and it is toxic to teams.
September 3, 2008
- The Advantages of Political Attack: I
- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond effectively?
August 27, 2008
- Stonewalling: II
- Stonewalling is a tactic of obstruction. Some less sophisticated tactics rely on misrepresentation to gum up the works. Those that employ bureaucratic methods are more devious. What can you do about stonewalling?
August 20, 2008
- Stonewalling: I
- Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the stonewaller hopes to gain advantage. What can you do about stonewalling?
August 13, 2008
- Conflicts of Interest in Reporting
- Reporting is the process that informs us about how things are going in the organization and its efforts. Unfortunately, the people who do the reporting often have a conflict of interest that leads to misleading and unreliable reports.
August 6, 2008
- 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.
July 30, 2008
- Obstructionist Tactics: II
- Teams and groups depend for their success on highly effective cooperation between their members. If even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part II of a little catalog of tactics.
July 23, 2008
- Obstructionist Tactics: I
- Teams and groups depend for their success on highly effective cooperation between their members. If even one person is unable or unwilling to cooperate, the team's performance is limited. What tactics do obstructors use?
July 9, 2008
- Approval Ploys
- If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval seekers use to enhance their success rates. Here are some tactics approval seekers use.
May 28, 2008
- Managing Risk Revision
- Prudent risk management begins by accepting the possibility that unpleasant events might actually happen. But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch resources by revising or denying risks. Here's a tactic for managing risk revision.
May 14, 2008
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's a short catalog of some of its uses.
April 23, 2008
- The Risky Role of Hands-On Project Manager
- The hands-on project manager manages the project and performs some of the work, too. There are lots of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential conflicts of interest.
April 16, 2008
- Organizational Loss: Searching Behavior
- When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.
February 20, 2008
- Responding to Threats: I
- Threats are one form of communication common to many organizational cultures, especially as pressure mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
November 7, 2007
- 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.
October 24, 2007
- Worst Practices
- We hear a lot about best practices, but hardly anybody talks about worst practices. So as a public service, here are some of the best worst practices.
August 29, 2007
- More Indicators of Scopemonging
- Scope creep — the tendency of some projects to expand their goals — is usually an unintended consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to overcome budgetary and political obstacles.
August 22, 2007
- Scopemonging: When Scope Creep Is Intentional
- Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.
August 8, 2007
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
August 1, 2007
- About Workplace Hugs
- In the past twenty years in the United States, we've changed from a relatively hug-free workplace culture to one that, in some quarters, seems to be experiencing a hugging tsunami. Knowing how to deal with hugging is now a valuable skill.
July 25, 2007
- My Boss Gabs Too Much
- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but today you have a tight deadline, so you're royally ticked. What can you do?
July 18, 2007
- Reverse Micromanagement
- Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.
July 11, 2007
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can we be certain that our influence isn't manipulation? How can we influence others ethically?
July 4, 2007
- Ethical Influence: I
- Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.
June 20, 2007
- More Stuff and Nonsense
- Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.
June 13, 2007
- Things We Believe That Maybe Aren't So True
- Maxims and rules make life simpler by eliminating decisions. And they have a price: they sometimes foreclose options that would have worked better than anything else. Here are some things we believe in maybe a little too much.
June 6, 2007
- Hostile Collaborations
- Sometimes collaboration with people we hold in low regard can be valuable. If we enter a hostile collaboration without first accepting both the hostility and the value, we might sabotage it outside our awareness, and that can render the effort worthless — or worse. What are the dynamics of hostile collaborations, and how can we do them well?
May 30, 2007
- Snares at Work
- Stuck in uncomfortable situations, we tend to think of ourselves as trapped. But sometimes it is our own actions that keep us stuck. Understanding how these traps work is the first step to learning how to deal with them.
April 4, 2007
- Dismissive Gestures: III
- Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.
March 28, 2007
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've developed a variety of alternatives, including a class I call "dismissive gestures." They hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog of dismissive gestures.
March 21, 2007
- Dismissive Gestures: I
- Humans are nothing if not inventive. In the modern organization, where verbal insults are deprecated, we've developed hundreds of ways to insult each other silently (or nearly so). Here's part one of a catalog of non-verbal insults.
March 7, 2007
- How to Tell If You Work for a Nanomanager
- By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.
December 27, 2006
- Managing Pressure: Milestones and Deliveries
- Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics and strategies for dealing with pressure.
December 20, 2006
- Managing Pressure: The Unexpected
- When projects falter, we expect demands for status and explanations. What's puzzling is how often this happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing pressure.
December 13, 2006
- Managing Pressure: Communications and Expectations
- Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.
December 6, 2006
- Using Indirectness at Work
- Although many of us value directness, indirectness does have its place. At times, conveying information indirectly can be a safe way — sometimes the only safe way — to preserve or restore well-being and comity within the organization.
November 15, 2006
- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information. Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part two of a catalog of some favorite tactics.
November 8, 2006
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather, they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's political agenda. Here's part one a catalog of some favorite tactics.
October 4, 2006
- Breaking the Rules
- Many outstanding advances are due to those who broke rules to get things done. And some of those who break rules get fired or disciplined. When is rule breaking a useful tactic?
September 20, 2006
- 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?
September 13, 2006
- How to Get a Promotion in Line
- If you want a promotion in line — a promotion to the next supervisory level in your organization — what should you do now to make it come about? What risks are there?
August 23, 2006
- How to Get Promoted in Place
- Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that talk about promotions, getting promoted, or asking for promotions. What you do to get a promotion depends on what you're aiming for.
August 16, 2006
- How to Get a Promotion: the Inside Stuff
- Do you think you're overdue for a promotion? Many of us are, but are you doing all you can to make it happen? Start with a focus on you.
July 5, 2006
- Are You a Fender?
- Taking political risks is part of the job, especially if you want the challenges and rewards that come with increased responsibility. That's fair. But some people manage political risks by offloading them onto subordinates. Be certain that the risk burden you carry is really your own — and that you carry all of it yourself.
June 21, 2006
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
June 14, 2006
- Knife-Edge Performers
- Some employees deliver performance episodically, while some deliver steady, but barely adequate performance. Either way, they keep their managers drained and anxious, on the "knife edge" of terminating them. How can you detect knife-edge performers, and what can you do about them?
April 26, 2006
- The High Cost of Low Trust: II
- Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
April 19, 2006
- The High Cost of Low Trust: I
- We usually think of Trust as one of those soft qualities that we would all like our organizational cultures to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here are some of the ways we pay for low trust.
February 8, 2006
- Ten Tactics for Tough Times: II
- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part II of a set of approaches that can organize your thinking and shorten the obsessing.
February 1, 2006
- Ten Tactics for Tough Times: I
- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of approaches that can organize your thinking and shorten the obsessing.
December 21, 2005
- Is It Blame or Is It Accountability?
- When we seek those accountable for a particular failure, we risk blaming them instead, because many of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?
November 9, 2005
- Empire Building
- Empire builders create bases of power within the larger organization. Typically, they use these domains to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate through or around them?
November 2, 2005
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships, and create an atmosphere of fear.
August 31, 2005
- Practice Positive Politics
- Politics is a dirty word at work, as elsewhere. We think of it as purely destructive, often distorting decisions and leading the organization in wrong directions. And sometimes, it does. Politics can be constructive, though, and you can help to make it so.
July 20, 2005
- Devious Political Tactics: Divide and Conquer, Part II
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of these tactics.
July 6, 2005
- 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.
June 15, 2005
- 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?
June 8, 2005
- Currying Favor
- The behavior of the office kiss-up drives many people bats. It's more than annoying, though — it does real harm to the organization. What is the behavior?
February 16, 2005
- Top Ten Signs of a Blaming Culture
- The quality of an organization's culture is the key to high performance. An organization with a blaming culture can't perform at a high level, because its people can't take reasonable risks. How can you tell whether you work in a blaming culture?
October 20, 2004
- When Leaders Fight
- Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?
October 6, 2004
- 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.
September 29, 2004
- Devious Political Tactics: Cutouts
- Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts, operators can manipulate their environments while limiting their personal risk. How can you detect cutouts? And what can you do about them?
January 7, 2004
- There Are No Micromanagers
- If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.
November 26, 2003
- When Power Attends the Meeting
- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting in on the meetings of your subordinates.
October 29, 2003
- Dealing with Org Chart Age Inversions
- What happens when you learn that your new boss is younger than you are? Or when the first two applicants you interview for a position reporting to you are ten years older than you are? Do you have a noticeable reaction to org chart age inversions?
October 22, 2003
- When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?
October 15, 2003
- Devious Political Tactics: The Three-Legged Race
- The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?
October 1, 2003
- Devious Political Tactics: The False Opportunity
- Workplace politics can make any environment dangerous, both to your career and to your health. This excerpt from my little catalog of devious political tactics describes the false opportunity, which appears to be a chance to perform, to contribute, or to make a real difference. It's often something else.
September 24, 2003
- Devious Political Tactics: Credit Appropriation
- Managers and supervisors who take credit for the work of subordinates or others who feel powerless are using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.
August 15, 2001
- When All Your Options Are Bad
- When you have several options, and all seem politically risky, what can you do? Here are two guidelines to finding your way to a good outcome.
June 20, 2001
- Illegal Dumping
- To solve problems, we change existing policies or processes, or we create new ones. We try to make things better and sometimes we actually succeed. More often, we create new problems — typically, for someone else.
March 7, 2001
- Workplace Politics Is Not a Game
- We often think about "playing the game" — either with relish or repugnance. Whatever your level of skill or interest, you'll do better if you see workplace politics as it is. It is not a game.
February 28, 2001
- The "What-a-Great-Idea!" Trap
- You just made a great suggestion at a meeting, and ended up with responsibility for implementing it. Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas without risk of getting even more work to do?
January 3, 2001
- Don't Staff the Ammo Dump
- "Staffing the ammo dump" is the job of retrieving ammunition for someone else to use in a political attack on a third party. It's a dangerous role.
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