
A three-legged-racing team. These races can be fun — when they're meant to be. At work, though, they can be very un-fun. Photo (cc) Attribution-ShareAlike 2.0 Generic Virginia State Parks staff.
By assigning a task to two or more impossibly incompatible people, the political operator creates a three-legged race. Perhaps you remember the races from picnics long ago — participants pair up, and standing side-by-side, the right-hand partners tie their left legs to the right legs of the left-hand partners. The pairs then run a race, and comical spills are inevitable.
Three-legged races might be funny at picnics, but in business they're extremely dangerous, because the political operator who selects the race partners has likely arranged for failure. By exploiting a past history of conflict, leadership ambiguity, organizational tensions, or contention for the same promotion, the operator ensures project sabotage, or damage to one or both careers.
Three-legged races are especially challenging when the partners hold joint responsibility for mission success. But even if one is designated lead, there can still be significant trouble if one partner is required to accept the other and is ordered to "make it work."
Three-legged races
might be funny
at picnics, but
in business
they're dangerousEven if you aren't now engaged in a three-legged race, look around. If others are lashed together, or have been in the past, check for patterns. Is it cultural? Does one specific player repeatedly create three-legged races? If so, your turn will come.
If you find yourself in a three-legged race, what can you do?
- Show your partner this essay
- Giving a name to this dynamic helps you both talk about it together. When you both see that someone else has arranged for your troubles, you can see your common interest more clearly.
- Come to consensus about your situation
- Whoever tied you together might be unaware of how destructive the arrangement can be, but more often, the tactic is a cynical attempt to undermine the project or to damage careers. Try to come to consensus about what's really going on.
- Ask for help
- If you can't work things out between you, ask for outside assistance. A professional mediator or facilitator can help both of you see things a bit differently. Avoid asking for help from the operator who lashed you together. By now, you know where that leads.
- If you can't work it out, prepare contingencies
- Things may be so far gone that consensus is impossible, even with the help of a professional. If you're unable to agree, head for the exit. Even if you have enough power in the situation to prevail, your partner usually has enough strength to sabotage the effort. Getting out might be your best option.
Perhaps, as a manager, you arrange three-legged races to give warring parties a chance to "work together" to resolve their problems. Even though you mean well, find another way to help them — this method puts them and the organization at risk. Get help. Dealing with interpersonal difficulties directly actually does work. Top
Next Issue
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
More about Devious Political Tactics
Devious Political Tactics: Credit Appropriation [September 24, 2003]
- 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.
Devious Political Tactics: The False Opportunity [October 1, 2003]
- 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.
Devious Political Tactics: The Three-Legged Race [October 15, 2003]
- 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?
Devious Political Tactics: Cutouts [September 29, 2004]
- 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?
Devious Political Tactics: Divide and Conquer: I [July 6, 2005]
- 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 [November 7, 2007]
- 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.
Devious Political Tactics: More from the Field Manual [August 29, 2012]
- 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.
Devious Political Tactics: Mis- and Disinformation [May 1, 2013]
- 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.
Devious Political Tactics: Bad Decisions [February 26, 2025]
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions.
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Related articles
More articles on Workplace Politics:
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.
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.
Devious Political Tactics: Divide and Conquer: 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.
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.
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.
See also Workplace Politics and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
Coming April 30: On Planning in Plan-Hostile Environments: II
- When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.
And on May 7: Subject Matter Bullying
- Most workplace bullying tactics have analogs in the schoolyard — isolation, physical attacks, name-calling, and rumor-mongering are common examples. Subject matter bullying might be an exception, because it requires expertise in a sophisticated knowledge domain. And that's where trouble begins. Available here and by RSS on May 7.
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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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group