Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 4, Issue 45;   November 10, 2004:

The Fine Art of Quibbling

by

We usually think of quibbling as an innocent swan dive into unnecessary detail, like calculating shares of a lunch check to the nearest cent. In debate about substantive issues, a detour into quibbling can be far more threatening — it can indicate much deeper problems.

Miguel suddenly realized that they were down the rabbit hole again, debating about the finer shades of meaning of the word "report." Instead of deciding about the severity of the defect, they were arguing — again — about whether it had been reported properly. Miguel could tolerate no more of this. "Hold it," he said. "I don't care about how we found out about this. We have to decide what to do about it."

U.S. coinsDennis held his ground. "I agree that we have to act on all properly reported problems. But this one hasn't even been officially reported yet, so…end of discussion."

Dennis might have a point. Or he could be seeking refuge from the problem using a technique sometimes called quibbling. To quibble is to object unnecessarily, or to evade the truth of an assertion by resorting to trivial faultfinding. Sometimes the term refers to petty disagreements about such things as the meanings of words. And sometimes — more interestingly — it's an illegitimate debating technique that leads to poor decisions.

When quibbling happens from habit or by accident, it's relatively harmless, because the conversation partners usually recover quickly and return to substantive discussion, once they realize that they're quibbling or someone tells them so. But disingenuous quibbling is another matter. It can be a deliberate distraction, a protective device, a power ploy, or worse.

Quibbling can be
a deliberate distraction,
a protective device,
a power ploy or worse
A disingenuous quibble is a devious attempt to gain rhetorical advantage by resorting to petty objections. Here are four strategies disingenuous quibblers use.

Defending against another issue
The quibbler might be trying to halt progress toward surfacing some other related issue. By burning up the group's time and energy on minor details, the quibbler can sometimes prevent exposure of something important.
Impressing the room
Because quibbling usually requires a fine mind and a mastery of words and subtlety, the listener is often confused by the quibble and requires further clarification. This could be a power ploy by the quibbler, because it moves the quibbler to a one-up position — at least temporarily.
"Winning" the point
Winning the point might not be the ultimate objective — it might be a means to another end. For instance, conceding the point might lead to a conclusion that might be uncomfortable for the quibbler, or embarrassing or painful to face.
"Winning" all points
Here the quibbler avoids conceding any point at all, and the motivation is more about winning (or rather, not losing) than it is about winning the specific point. All-points quibblers are more likely to combine the quibble with other techniques, such as interruptions, floor hogging, and multiple rhetorical fallacies.

Take care — what seems to you to be quibbling might actually be substantive. Wait for a pattern to emerge, and then talk about the pattern. Detailed discussion of a single instance of quibbling might be quibbling itself. Go to top Top  Next issue: Decisions, Decisions: I  Next Issue

101 Tips for Managing Conflict 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!

Your comments are welcome

Would you like to see your comments posted here? rbrenEQuetChPjwYBDxmgner@ChacxXTxBssoFmfDfMugoCanyon.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.

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 Conflict Management:

Two orcasWhen Leaders Fight
Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?
A vervet monkey (Chlorocebus pygerythrus) in TanzaniaSee No Bully, Hear No Bully
Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
U.S. Troops in Viet Nam, 1961-1968Patterns of Conflict Escalation: II
When simple workplace disagreements evolve into workplace warfare, they often do so following recognizable patterns. If we can recognize the patterns early, we can intervene to prevent serious damage to relationships. Here's Part II of a catalog of some of those patterns.
Cargo containers at a port of entryUnresponsive Suppliers: III
When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case.
Signing the Constitution of the United States, 1787I Could Be Wrong About That
Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes.

See also Conflict Management, Effective Communication at Work and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

An exit signComing January 19: Comply, Resist, or Exploit?
When we encounter obstacles, we have choices about how we deal with them. Generally, we can comply, we can resist, or sometimes, we can find ways to use the obstacles — to exploit them — to advance to our objectives. The pandemic provides two examples. Available here and by RSS on January 19.
The iconic image of cyber code, as popularized in the film The MatrixAnd on January 26: Cyber Rumors in Organizations
Rumor management practices in organizations haven't kept up with rumor propagation technology. Rumors that propagate by digital means — cyber rumors — have longer lifetimes, spread faster, are more credible, and are better able to reinforce each other. Available here and by RSS on January 26.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEQuetChPjwYBDxmgner@ChacxXTxBssoFmfDfMugoCanyon.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:

Reprinting this article

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

Public seminars

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople 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.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
More articles about person-to-person communication!
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.