A group of friends or colleagues gathers for a meeting, lunch, or a break. Spontaneous conversation happens. Topics, whether or not work-related, are random at first. Geoff offers a knowledge tidbit related to the latest comment. That prompts Vivian to offer a tidbit that's a little more arcane. She's reaching for the I-didn't-know-that reaction in the maximum number of people. When Chad outdoes Vivian, the Knowledge One-Upmanship Game is officially underway.
To win the Knowledge One-Upmanship Game, players submit "bids" — tidbits of knowledge that they believe will prove the superiority of their brains by demonstrating that they know something nobody else does. Even better, the bidder shows that what everyone else thinks they know is actually wrong, and that only the bidder knows the truth. Like any game, it has rules. Here's a sampling.
- Be cool
- Players who bid too eagerly risk revealing that they know that the one-upmanship game is afoot. It's best to make contributions during an awkward pause in the action. Pauses occur when the most recent bid is truly impressive, because the players are all searching their brains for a bid that's even more impressive.
- Extra points for minimizing others' knowledge
- Beginning a bid with something like, "It's not so simple," or, "It's even worse than that," elevates the perceived value of the bid by depressing the perceived value of the previous bid.
- Extra points for forcing another player to underbid
- One player can trap another player into underbidding by letting him or her spew for a while, and then pouncing with a bid on the same topic that puts the spewer to shame. Extra points for interrupting the spewer.
- Confessing ignorance is a sure loser
- It's a mistake to try to defuse tension by confessing ignorance of a fact someone just contributed. That player will just smile knowingly, and might add an even more arcane tidbit.
Despite an appearanceDespite an appearance of rollicking
good fun, especially with respect
to bodies of knowledge unrelated
to work, the game can become
tense and hypercompetitive of rollicking good fun, especially with respect to bodies of knowledge unrelated to work, the game can become tense and hypercompetitive. Players might conceal their frustrations when they "lose," but they might nevertheless experience hurt feelings and resentment of the "winners." The effects of repeated episodes (rematches of the game) can accumulate, eroding the relationships that form the foundation of effective collaboration.
We tend to prefer to believe that game-playing behavior is beneath us. When players sense — or hear a suggestion — that the game is underway, their rational thought processes have a chance to gain control, which reduces the momentum of the game. That's why merely acknowledging the game can sometimes bring it to a halt. Try it when next you notice the Knowledge One-Upmanship Game in progress. Or just pass this post around. Top Next Issue
For quick summaries of other games, specifically for meetings, see "Games for Meetings: I," Point Lookout for February 12, 2003.
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
Your comments are welcomeWould you like to see your comments posted here? rbrenbFPpfCPTdvJhSjENner@ChaciwjQwYdlDzyHxtODoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- 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?
- 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.
- 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.
- 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?
- 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.
Forthcoming issues of Point Lookout
- Coming February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
- And on March 7: Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically place their own interests and welfare ahead of anyone or anything else. In this Part II of the series we consider the narcissistic preoccupation with superiority fantasies. Available here and by RSS on March 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGKGwgsXQxioJrfkbner@ChacQnAwVlyzGxkuWcUAoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.