They'd been at it for an hour, and Chuck was convinced that agreement was still out of reach. Geoff and the people from Diamond Square wanted to ship immediately and deal with any remaining problems in the field. Chuck and everyone else wanted to spend a little more time finding out how bad the problems were, and then make a more careful go/no-go decision. So the meeting was stuck.
Chuck offered an idea: "Why don't we all take a break and return at half past? Maybe get a bite to eat and if we come back refreshed, we might find a compromise."
Geoff quickly replied, "Not on your life. I've had enough dithering and stalling. Let's keep going until we decide."
By labeling Chuck's suggestion "dithering" and "stalling," Geoff hoped to devalue the idea. He used the power of naming not to advance the group's effort to resolve its differences, but to characterize Geoff's suggestion so as to devalue it. If he wins his point by attaching a one-dimensional name to the rich, open-ended tactic of taking a break, the team could be deprived of a possibly fruitful resolution of its impasse.
surprisingly commonSometimes, naming hurts.
And it's a tactic that many abuse. Over the next week, you can take an inventory of naming tactics in your organization. Once you start watching for name abuse, you'll be surprised at how common it is, and you'll be less likely to do it yourself.
Here are some typical examples of naming that can hurt.
- Analysis paralysis
- This name can end thinking and discussion when used like this: "Let's not get stuck in analysis paralysis." Another favorite term is "over-analysis."
- Rushing and haste
- By calling the resolution to act "rushing" we can halt action: "Let's not rush into this." Another form: "Let's not be so hasty."
- Bureaucratic micromanaging
- Labeling regulation and controls as bureaucratic micromanaging can cause an organization to abandon responsible and necessary controls. Not all controls are bureaucratic. Not all management is micromanagement.
- Human capital, Human resources
- By using the same name for people as we use for trucks or copy paper, we dehumanize the people. This makes it easier for us to make decisions that trouble us morally or ethically. If you call people "people" you're more likely to take your own values into account.
Labeling someone's ideas or behaviors, as Geoff did above, can be especially destructive, because we can hear the label as if it were applied to us personally, rather than to our ideas or behavior. Anger and defensiveness can follow. If you notice someone using these tactics on you, inhale, then exhale, and only then respond. Reminding yourself of your own humanity helps you forgive the namer and deflect the name. Top Next Issue
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More articles on Emotions at Work:
- Email Happens
- Email is a wonderful medium for some communications, and extremely dangerous for others. What are its
limitations? How can we use email safely?
- Never, Ever, Kill the Messenger
- If you're a manager in a project-oriented organization, you need to know the full, unvarnished Truth.
When you kill a messenger, you deliver a message of your own: Tell me the Truth at your peril. Killing
messengers has such predictable results that you have to question any report you receive — good
news or bad.
- Responding to Threats: II
- When an exchange between individuals, or between an individual and a group, goes wrong, threats often
are either the cause or part of the results. If we know how to deal with threats — and how to
avoid and prevent them — we can help keep communications creative and constructive.
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- Quips That Work at Work: II
- Humor, used effectively, can defuse tense situations. Here's Part II of a set of guidelines for using
humor to defuse tension and bring confrontations, meetings, and conversations back to a place where
thinking can resume.
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.
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