The word cliché can have a negative connotation — it can mean trite, shopworn, or empty. But clichés are important in daily life. If every word we spoke had to be creative and original, we'd run out of energy much earlier in the day, and we'd misinterpret each other even more often than we do.
Still, clichés do have a dark side. The more hurtful of them can become so familiar that we use them too frequently, because we forget how much they can sting. Here's Part II of my little collection of hurtful clichés. See "Hurtful Clichés: I," Point Lookout for July 13, 2005, for more.
easier but we must
take careHere the speaker uses a variant of the Straw Man rhetorical fallacy (see "Decision-Making and the Straw Man," Point Lookout for February 11, 2004) to ridicule the listeners' responses to what they heard.
Many of the hurtful clichés in common use became famous from popular films or TV shows, or because a famous person used them. Watch for these; notice how fast the new ones propagate. Ask yourself how appropriate such clichés are in the work environment. Is there not a better way to connect with your colleagues? First in this series Top Next Issue
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!
We sometimes use clichés as a means of achieving indirectness; indeed, that's one reason why phrases become clichés. For more on indirectness see "The True Costs of Indirectness," Point Lookout for November 29, 2006.
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More articles on Workplace Bullying:
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- How Targets of Bullies Can Use OODA: I
- Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear
for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
- When the Chair Is a Bully: III
- When the Chair of the meeting is so dominant that attendees withhold comments or slant contributions
to please the Chair, meeting output is at risk of corruption. Because Chairs usually can retaliate against
attendees who aren't "cooperative," this problem is difficult to address. Here's Part III
of our exploration of the problem of bully chairs.
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might
restore the ability to think, and maybe end the bullying.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- 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.