In this video clip, Director of the Office of Management and Budget Sylvia Burwell is testifying before the Senate Committee on the Budget. She is being questioned by Senator Jeff Sessions (R-Alabama) about the proposed spending for the implementation of the Affordable Care Act, at levels above those previously enacted. Those increases are offset by savings elsewhere, called "pay-fors" in Washington argot. Although this is common practice, Sen. Sessions isn't interested in that explanation. He wants the witness to say simply that the administration is proposing additional spending, without mentioning the pay-fors. That would enable him to claim that the administration is raising spending, contrary to the facts in evidence. Director Burwell uses a variety of techniques to avoid such a statement, probably because she is aware that the video of such a statement could be used by partisan news outlets, out of context, as proof that the administration is burdening taxpayers. The stakes are high. Perhaps that's why the Senator repeatedly pursues the Director, with apparent hostility and growing irritation, even employing condescension and, some would say, sexist remarks to fluster the witness.
Rarely are such tactics used so blatantly in business meetings. But Director Burwell here provides a model of aplomb, and many examples of circumventing demands for "a simple yes or no." Video excerpt by C-SPAN hosted by YouTube. View her entire testimony at C-SPAN.org.
You're in a meeting. Because you have special expertise, your role is consultative. The agenda includes an important decision about releasing a product that has some unfortunate defects. Some favor release (call them Fs), and some oppose release (call them Os). You know that your opinion will be helpful to the Os, and unhelpful to the Fs.
One of the Fs asks, "In your modeling studies, didn't you find that revenue during the first six quarters would far exceed the cost of product liability litigation?"
You begin to reply, "Well, in the first six quarters following release, …"
The questioner interrupts you. "That was a yes-or-no question."
Now, the truth is that in the first six quarters following release, your models do project revenue far greater than the cost of litigation, but you don't want to answer "Yes." Time delays between actual sales and the filing of lawsuits cause litigation costs to lag sales significantly. Another factor introducing still more lag is that consumer injury incidents happen only after the product is used for a time. Moreover, the news of the lawsuits can, over time, affect revenue for the company's other products, even though they're defect-free. And then there are the inevitable product recalls. All told, over the first five years after release, your models project severe financial difficulties for the company.
But you can't figure out how to fit all that into a yes-or-no response, especially when the right answer to the question as asked is "yes," which would be extremely misleading.
This is just an example. What can you do when someone uses the yes-or-no trap?
- Recognize the effects of restricting the response
- Restricting the response almost inevitably limits your ability to convey a true impression of the situation. Distorting your response is often the intent of the questioner, but other intentions are also possible. For example, the questioner might be relatively ignorant of the finer points of the issue, and might be reluctant to have that ignorance revealed.
- In any case, Because restricting your answers to
"Yes" or "No" generally degrades the
quality of your response, acting to
evade the restriction is usually
helpful to the organizationbecause requiring a yes-or-no response generally degrades the quality of the response, acting to evade the restriction is usually helpful to the organization. - Call it
- One way to respond to the yes-or-no trap, before the questioner insists explicitly on a yes-or-no response, is to acknowledge the trap, and then decline politely to step into it. For example, "I understand that you want a yes or a no answer, and I could provide one, but it would be misleading to do so, and I'm sure you don't want that." Then pause.
- Few questioners would then say, "Go ahead and mislead me." When you get the "please continue," you can provide a more complete response.
We'll continue next time with more insights and responses for yes-or-no questions. Next in this series Top Next Issue
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Related articles
More articles on Effective Communication at Work:
- Saying No
- When we have to say "no" to customers or to people in power, we're often tempted to placate
with a "yes." There's a better way: learn how to say "no" in a way that moves the
group toward joint problem solving.
- Why Dogs Wag Their Tails
- If you've ever known a particular dog at all well, you've probably been amazed at how easy it is to
guess a dog's mood, even though dogs can't speak. Perhaps what's more amazing is that it's so difficult
to guess a person's mood, even though humans can speak.
- Achieving Goals: Inspiring Passion and Action
- Achieving your goals requires both passion and action. Knowing when to emphasize passion and when to
emphasize action are the keys to managing yourself, or others, toward achievement.
- Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability
of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that
role falls to you.
- Avoiding Speed Bumps: II
- Many of the difficulties we encounter when working together don't create long-term harm, but they do
cause delays, confusion, and frustration. Here's Part II of a little catalog of tactics for avoiding
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See also Effective Communication at Work and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming April 24: Antipatterns for Time-Constrained Communication: 1
- Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.
- And on May 1: Antipatterns for Time-Constrained Communication: 2
- Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.
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