Ellen held up her hand, palm facing Jim. He stopped talking. She rose, walked to her door, and closed it. The conversation would probably get a little tricky, and she wanted privacy. She returned to her chair and sat.
"He'll probably ask when you'll get things back in control," she said.
"But they're in control now," Jim replied. "Oh," he continued, "the loaded question."
Ellen has just reminded Jim of a tactic he might face in an upcoming meeting — the loaded question. It's one of many nasty questions we ask each other, not to elicit information, but to gain advantage. Here's part one of a little catalog of nasty questions.
- Ambush questions
- Asked in public, either by email or by voice, in meetings or telemeetings, this is a pressure tactic, designed to place the target in a compromising position in the view of others. See "The Tweaking CC," Point Lookout for February 7, 2001, for more.
- Preparation helps, but be willing to try the "reverse ambush." Leave out some important information, and when a would-be attacker tries to ambush you about it, you'll be ready.
- Leading questions
- Leading questions contain instructions as to the "correct" answer. For instance, "You'll get your monthly report to me on time this month, won't you?" is a leading question, while "When will you get me your report this month?" is open-ended.
- Leading questions are especially useful to the questioner when the questioner has organizational power over the target. But unless the "correct" answer is a fit, give an "incorrect" answer. See "Saying No: A Tutorial for Project Managers" for more.
- Loaded questions
- The loaded question
contains a presupposition
to which the target
probably wouldn't agree
- Loaded questions contain presuppositions to which the respondent probably wouldn't agree. To address the presupposition, the respondent must first decline to answer, which can look evasive, eroding the respondent's credibility. An example: "When do you think you'll be able to bring this project under control?" This presupposes that the project is out of control.
- Consider pointing out the presupposition as part of your response. See "The Power of Presuppositions," Point Lookout for September 1, 2004, for more.
- Implied accusations
- Questions can be implied accusations when they're specific enough to cause listeners to believe that there must be evidence for the accusation. For instance, when a project is late due to a late delivery by a supplier, an implied accusation might be, "Is that vendor's sales rep your brother-in-law?" The implied accusation is that nepotism is a contributing factor in the persistence of the problem.
- Don't be afraid of looking defensive when you actually are playing defense. The cost of letting things slide is even higher. Implied accusations must be dealt with firmly and immediately. Consider raising questions about the legitimacy of the issue, and the intentions of the questioner. See "Dealing with Implied Accusations," Point Lookout for January 10, 2001, for more.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Workplace Politics:
- 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.
- 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.
- 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
- 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?
- 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.
Forthcoming issues of Point Lookout
- Coming May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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.