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:
- Hurtful Clichés: I
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or
"Nice to meet you." Some other clichés aren't harmless, but they're so common that
we use them without thinking. Maybe it's time for some thought.
- 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.
- Dealing with Rapid-Fire Attacks
- When a questioner repeatedly attacks someone within seconds of their starting to reply, complaining
to management about a pattern of abuse can work — if management understands abuse, and if management
wants deal with it. What if management is no help?
- See 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.
- So You Want the Bullying to End: I
- If you're the target of a workplace bully, you probably want the bullying to end. If you've ever been
the target of a workplace bully, you probably remember wanting it to end. But how it ends can be more
important than whether or when it ends.
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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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.