Spoken language is confusing. We have words that sound alike but mean different things; we have different words that mean the same thing; and we have pauses and tones that can negate the meaning of any string of words. Still, somehow, we do tend to catch the meaning enough of the time to keep our families and relationships — and many of our major corporations — humming along. Though there is some doubt about Congress.
As confusing as spoken language is, body language is even more confusing. Here are some reasons why.
- It's nonlinear
Spoken language is largely linear. It has at least a partial time ordering, and the order greatly simplifies message extraction. By contrast, we execute the gestures and postures of body language in parallel, using different parts of our bodies and faces.
- We can't turn it off
- We can stop speaking, but we can't stop body language. We're always in some kind of posture. We're always sending signals, but the signals don't always mean anything.
- There is no OBD (Oxford Body-language Dictionary)
- Body language can be
even more confusing
than spoken language.
Interpret body language
with care. - Although spoken language has dialects and accents, the words mean more or less the same thing to anyone speaking a given language. But we learn our body language from those who rear us, and beyond the universal basics, we have no idea what our gestures and postures might mean to the outside world.
- It's out of our awareness
- Even when we try to control it, or try to read it in others, we miss a lot. We have a recurring experience of suddenly realizing that we're gesturing a certain way, or that we've adopted a certain pose. And the gestures and postures of others trigger responses within us before we become aware of them.
- The meanings of the "words" are very dependent on context
- Some people run cold; others run hot. Someone with arms and legs crossed might just be cold, not "closed off." Someone with flushed face and brow glistening with beads of sweat might just be hot, not "nervous." You can't tell by looking. Any one indicator just isn't enough information to make a meaning we can rely on.
Even when we've learned to read a little body language, we often see contradictions. Without realizing it, we sometimes reject contradictory interpretations, and settle on one meaning — often the one we want to see. We reach conclusions with more certainty than accuracy.
Controlling our own body language is no simpler. Trying to convey confidence and openness, a typical result is rigidity of posture and flatness of facial expression, which conveys rigidity and control, not openness or confidence. To convey how you want to feel, focus on feeling it. Your body will figure out how to tell everyone else about it. Top
Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcome
Would you like to see your comments posted here? rbrenfHlRlTgqCIXkUHBTner@ChacrEuHRQPYVKkOucGfoCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
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.
Related articles
More articles on Emotions at Work:
The Fallacy of the False Cause
- Although we sometimes make decisions with incomplete information, we do the best we can, given what
we know. Sometimes, we make wrong decisions not because we have incomplete information, but because
we make mistakes in how we reason about the information we do have.
- September Eleventh
- Because of the events of September Eleventh, and out of respect for the dead and bereaved, Point Lookout
didn't appear this week. I hope we can all find a way through our pain to a place of peace and respect
for all. Please take the time that you would have spent reading Point Lookout and use it to move us
all a little closer to that goal.
Handling Heat: II
- Heated exchanges in meetings can compromise both the organizational mission and the careers of the meeting's
participants. Here are some tactics for people who aren't chairing the meeting.
Ego Depletion: An Introduction
- Ego depletion is a recently discovered phenomenon that limits our ability to regulate our own behavior.
It explains such seemingly unrelated phenomena as marketing campaign effectiveness, toxic conflict contagion,
and difficulty losing weight.
The Storming Puzzle: II
- For some task-oriented work groups, Tuckman's model of small group development doesn't seem to fit.
Storming seems to be absent, or Storming never ends. To learn how this illusion forms, look closely
at Satir's Change Model and at what we call a task-oriented work group.
See also Emotions at Work and Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
Coming April 23: On Planning in Plan-Hostile Environments: I
- In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment. Available here and by RSS on April 23.
And on April 30: On Planning in Plan-Hostile Environments: II
- When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfHlRlTgqCIXkUHBTner@ChacrEuHRQPYVKkOucGfoCanyon.com or (650) 787-6475, 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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenfHlRlTgqCIXkUHBTner@ChacrEuHRQPYVKkOucGfoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
