When you are trying to get something done in a large organization, frustration easily sets in. Before you know it, you can start fantasizing about shouting and name-calling and finding a throat that your fingers fit around – while in reality you slink off, feeling helpless and foolish. However, as I was reminded this past week trying to get action from the local health system on behalf of my hospitalized spouse, the secret is to use more indirect methods.
The first thing to remember is to never show that you are losing your temper. Show anger, and you’re giving the bureaucracy a reason not to listen to you at all. If you have to, retire to the washroom to snarl or cry, or go for some strenuous exercise after your efforts are done. But while you are talking to the members of the organization, keep calm. Smile. Say “Thank you,” even if the person you’re talking to has done nothing but obstruct you.
At the same time, never give up. In the typical bureaucracy, most people want nothing more than to go about their work quietly, and with a minimum of fuss. If you keep showing up, then after a while, they will be more likely to help you so that you go away and stop disturbing the quiet of their days. Calm, polite insistence should be your goal.
In addition, remember that you have to play by the bureaucracy’s unwritten rules – even if you are trying to get its official ones changed or rescinded (or maybe I should say especially when you are trying to get the official ones changed or rescinded). That means you need to have a simple, clear statement of what you want done, usually expressed in terms of a concrete action or two.
Even more importantly, the need to obey the unwritten rules means that your main strategy is to get allies in the system. Who can make your request a reality? Or – often more to the point – who can exert pressure on decision-makers to act in the way you want? Find out, and get those people on your side, advocating your cause within the organization. They know the structure far better than you have any hope of doing, often on an unconscious level of which they probably aren’t aware. Moreover, the more of your allies that surround the decision-maker, the harder the decision-maker will find resisting your request.
Finally, never forget your objectives. With these methods, you have a strong chance of realizing them. But if you’re expecting the decision-makers or the people who have been obstructing you to apologize or show any remorse for their lack of helplessness or failure to live up to the alleged ideals of their organization, you’re fantasizing. Settle for getting what you want, and keep polite even as you get it. While the primitive part of you might like to rub in the fact of your victory, resist the temptation, just in case the decision-maker balks at the last moment. Your purpose is not emotional satisfaction – it’s realizing your goals.
Getting a bureaucratic organization to get something done when you’re an outsider is like starting an avalanche. Anyone can set a boulder or two tumbling down the hill, and the result can even be spectacular. But finding the right pebbles to shift so that a large part of the landscape permanently moves (and doesn’t take you with it) is much harder. It requires patience, indirection, and an understanding of the landscape. But, in the end, the results can be farther-reaching than any expression of frustration or anger.