Once people are talking, he jumps in or says something like, 'I could not help hearing what you were talking about.' Of course, he could help it. He made a point to hear. Nonetheless, he now expresses his opinion. Whatever the topic, he has an opinion.

His opinion is that things are a mess. He thinks things should be handled better. In fact, the company is going to the dogs. Why? Everyone - except him - is incompetent and does not know what he/she is doing. Adding, 'I have said this before but. . ..' is a master touch.

Here is the key to the technique. If someone asks Rob for his opinion on something, he says, 'I have some strong opinions on this, but I want to hear your ideas first.' Notice he is clear about his having opinions - more than one - on the topic. No matter what the other person says, Rob is ready. He has managed to move back to a position from which to react to what others are saying. He is not one to let anyone get him out of position.

Management Tips:

Understanding the motivations of agitators is not too difficult if you look at their behavior and then ask yourself why they are behaving that way. More to the point, what do they get out of it? Their motivations are in the payoff or what they get.

The agitator will say anything no matter who gets hurt or feels badly. What does the player get? He/she gets a cheap moment in the spotlight, even if it is at the expense of a co-worker. Just keep in mind that the player will say anything about anyone, including you.

Agitators also get their kicks from complaining. They are again in the spotlight. Of course, there is always a little more power in that position.

The player makes things seem bad, people seem incompetent, and everything appears worse than it is. The player gets attention, gets a little more power for a little while, and is seen as someone who is in the know and on top of things. Experienced players do this in a way that is additive over time. They also take care not to overdo it. They are very good at not giving away their game.

Given the behavior, its varieties and its motivations, what does counter play look like? Listen to what the agitator has to say and then say, 'You are a trip. You can find more ways to look at things negatively than anyone I know.' The strategy is to call the player on the behavior and make it clear that you have no interest in what he/she says. There is no power reinforcement for the behavior.

In another example, a player is agitating. She says something negative about someone. The classy response is, 'I am surprised to hear you say that. I do not think it is true.' The player will almost always press on with, 'It is true! I . . ..' She goes on to say some more negative things.

Your response is, 'You probably would describe the tooth fairy as a thief.' Now comes the real trick. No matter what the player says next, do not respond. The game is over.

As with most people who drive you up the wall, the trick to counter play with agitators is to do what needs to be done and then quit. Players of any type or variety can only play with people who will play. For agitators, just be sure they get minimal attention and no additional power or status from you. Quietly and calmly call them on their behavior and then let it go. When others do not play, the game gradually stops.

Also when agitating gets started in a group, it tends to be contagious. The play is hard to resist. People who just enjoy small talk - almost always about other people who are not there - inadvertently pick up the behavior. The play becomes a way to get status and attention in the group. It works for the agitator so why not for others?

Given the contagion virility of the game, it is important to stop it as quickly and completely as possible.

Locate the most vocal agitator and then do two things. First, privately ask him to tell you what problems he sees or what concerns he has. If necessary, candidly share with him what you have learned he is saying or complaining about. Once the issues are on the table, you and he can go into a problem solving mode.

Next, and this is the key, tell him that his agitating behavior is unacceptable. Let him know that you are always available to work on problems but will not tolerate agitating. He will undoubtedly act shocked and deny the behavior. Nonetheless, make your point and do not argue with him.

If necessary and after giving problem solving a chance, say to the player, 'This behavior must stop. If not, I will call a meeting of the group. At that time, I will again say to you that your destructive behavior must stop. I also will caution your associates not to follow your example.'

This is usually enough. You must not be bluffing, though. It may be necessary for you to follow through, especially with dyed-in-the-wool agitators.

Now you know and there you go.

Committee players never take the lead

• He who hesitates is lost

• Strike while the iron is hot

• Victory belongs to the swift

These statements represent the thoughts of a moron from the committee player's point of view. Any second rate player knows that the truth lies in a different set of wise sayings.

• Follow the leader

• There is safety in numbers

• Fools go where angels fear to tread

• Look before you leap

• Do not overrun your blockers

• Let the other guy show his hand first

• The early worm gets caught by the bird

Yes, this sounds more like philosophy for the committed committee player.

Committee players are wishy-washy

Do not confuse this with going whichever way the wind blows. The trick is that a good player does not go at all. The master just stays in one place and leans with the wind or the crowd. The direction totally depends on the situation or who the player is talking with. The game is potentially dangerous, however. The player must not go far enough in any direction to expose himself to a charge of changing horses in the middle of the stream.

A player is talking to Norma. "There is a lot of truth in what you are saying. It's easy enough to see where you're coming from. I think you should stick to your guns."

An hour later, he is talking with Glenna, the person with whom Norma was having the problem. "It is a real problem, Glenna. It looks like the hassle would get to you after a while. I'm just glad it's not me who has to deal with that one."

The next day, the committee player is talking to Norma and Glenna together. "As I have shared with both of you, things around here are a mess sometimes. It's a sad thing when dedicated people like the two of you are at each other." This player is truly a person for all occasions.

Committee players cannot make decisions

The point of primary interest here is that skilled players appear to make decisions when there is no decision.

A subordinate asks, "What should I do about this?"

The player says, "Use your best judgement."

The problem is that the subordinate's best judgement was to ask the boss.

In another example, a colleague asks, "How would you go with this if you were me?"

The player says, "That is a tough one. I think if I were you - and I am sure glad I'm not - I'd check with some other people to see how they handle that kind of thing."

Of course, asking someone else is exactly what the person is doing when he asks the committee player.

In another situation, the player is asked, "What have you decided? It is past time to do something."

He says, "At this point it is a no-win kind of thing. Let's just wait and see what happens."

The player's strategy is to get the other person to make the decision, if there must be a decision. If it works out, the player takes credit for a successful mutual effort. If not, he shows endless compassion for the person who made the wrong choice. As a last resort, he holds his breath and hangs loose. Most of the time, things work out okay anyway. When they do not, the player is simply a victim of unavoidable circumstances.

Committee players ride the coattails of others

This is a wait and see technique where timing is everything. The player waits to hear someone else express an opinion or make a decision and then steps toward the train. The critical timing is taking care to wait until the last minute to get onto the train. If the player commits too early, he can end up on the wrong train. If too late, he misses the train altogether.

It also helps to align with people in power. This, however, is a risky business. Power tends to be illusive and may not be there when expected. In big organizations, this is especially risky. The fun-and-games politics are such that fortunes can change overnight. Committee players are usually well-advised not to play in such unstable realms. Better they stick to watching the train and getting aboard only if it is moving out of the station. The track to the top that way is a little slower but much safer. Committee players bend over backward to avoid offending anyone

In some settings, these players are good old boys or good old girls. In old movies, they are rich types - usually men - who do not work and hang around the club. The amazing thing is they almost never get upset about anything unless everyone else feels upset. Even then, you get the impression that they are upset mostly about others feeling upset.

For example, a small company is laying off twenty-five employees, including the committee player. He goes around sympathizing with those getting laid off, congratulating those who are staying, and telling the boss she has a rough job. In the mean time, he does no work and talks about how tough this is for everyone. No one gets upset with him because he is so pleasant and thoughtful. He is a good old boy. Of course, his play is to be seen as such a good old boy that the decision to lay him off will be withdrawn on that basis.

Committee players are too busy or stressed to pitch in

This is a double-edged example. Not only does the player avoid extra duties or responsibilities, he gets others to feel sorry about how much pressure and stress he has. The payoff for this play is that people expect less than usual. It is like having your cake and eating it too.

Lewis is a therapist at a counseling center. The usual expectation is therapists spend five hours a day in face-to-face therapy with clients. Lewis is averaging less than four.

His supervisor says, "I want you to raise your productivity a little."

Lewis says, "That also concerns me. I would like to take on some more clients but just don't know how I can right now."

The supervisor asks, "Why? What is the problem?" - a big mistake.

Lewis leans back in his chair and explains, "It's an odd thing. The clients I have right now are especially difficult and time consuming. Along with that, I seem to have an unusual amount of paperwork right now. I'm taking it home just to keep my head above water. If that were not enough, one of my children has been ill and out of school for a few days."

By this point, the supervisor is feeling badly about bringing it up at all. Maybe he is expecting too much of the player. The way to spot a real pro with the technique is after a while, he does almost nothing and no one hassles or complains.

Committee players always have excuses for not getting the job done

The key to success with the technique for the committee player is always to use an external excuse. This includes circumstances or events outside his area and outside his control. Here is the real secret. The excuse also needs to be outside the expertise or control of anyone else who is around. Complex equipment - especially computers - is a natural. "I would have gotten finished, but the computer would not cooperate."

Late deliveries are also good. "I would be done, but the part, report, instructions were not to me on time."

Things like car trouble, baby sitter problems, hot water tanks going out, someone's misfiling or not filing things, planes being late and the like are good too. The player only needs to be sure to keep a log to keep track of how long it has been between using each excuse. For example, someone might remember he got a new hot water tank last month. That could be embarrassing.

Players need also to know about the Law of Flat Tires. It says that if you tell your boss today that you are late because you had a flat tire, tomorrow morning you will actually have a flat tire.

Committee players take everything personally

This technique is the essence of committee Play. If the player is not skilled with personalizing everything, he is well-advised to consider specializing in another method.

Usually, pouting or withdrawing are good ways to show something has been taken personally. Some players get away with getting irate or indignant. Experienced players try both and see which works the best in specific situations or with specific people. Most aficionados find adopting one approach or the other most all the time works best.

With this technique, there is a beginner's and an advanced level of play. At the beginner's level, the player gets upset and personalizes things directly affecting him. At the advanced level, the player takes personally things that neither affect nor involve him.

The advanced player says, "I'm indignant about what's going on with Linda back in billing. It is not right that she is the only one back there who didn't get a new desk."

The manager says, "There were only five new desks. She will get a new one the next time we order equipment. Anyway, she is the newest person in the unit."

Undaunted, the player hangs tough. "How do you think she feels. It is no fun being a second class citizen. Those ladies have as much right to respect as anyone else."

The manager says, "What does respect have to do with this? I thought we were talking about desks."

Too bad! This manager has been out maneuvered by an expert committee player.