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:
- Intimidation Tactics: Touching
- Workplace touching can be friendly, or it can be dangerous and intimidating. When touching is used to
intimidate, it often works, because intimidators know how to select their targets. If you're targeted,
what can you do?
- Confronting the Workplace Bully: I
- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront
or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
- When the Chair Is a Bully: II
- Assertiveness by chairs of meetings isn't a problem in itself, but it becomes problematic when the chair's
dominance deprives the meeting of contributions from some of its members. Here's Part II of our exploration
of the problem of bully chairs.
- Social Isolation and Workplace Bullying
- Social isolation is a tactic widely used by workplace bullies. What is it? How do bullies use it? Why
do bullies use it? What can targets do about it?
- Overtalking: I
- Overtalking is the practice of using one's own talking to prevent others from talking. It can lead to
hurt feelings and toxic conflict. Why does it happen and what can we do about it?
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
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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.