If we were always direct in all our communications, the world would be a boring place — when it wasn't busy being dangerous and explosive. Many cultures (including my own) value directness, but indirectness has its uses, and we'd all benefit if everyone understood better when to use it.
Uses of indirectness abound. For example, consider the question, "How do you like my new haircut?" Even if we customarily lie, we all recognize the evasive reply, "Interesting…"
Here are just some of the uses of indirectness at work.
- Deference to authority
- Sometimes deference to authority is essential to survival within the organization, especially when conveying criticism. Indirectness can provide a means to surface important information. Yet, in extreme situations, even indirectness can be risky.
- Mitigating the risk of offense
- Conveying information to someone directly can risk offense, especially in the absence of a request for it. We can mitigate this risk by asking permission to make the offer, as in, "I have something on that, would you like to hear it?" Even then, some risk does remain. An indirect approach can be a less risky way to offer it. For instance, "If you want some background on that, let me know."
- Deferring to those in pain
- We'd all benefit if
everyone understood better
when to use indirectness
- When emotions are raw, and people are hurting, direct approaches are often rejected — if they don't make things even worse. Sometimes it's best to wait for healing, but indirectness can provide a channel for urgent communications.
- Maintaining deniability
- Sometimes it's necessary to convey information covertly, especially when you work in a politically unsafe environment. Hinting, suggesting, and speaking to be overheard are sometimes used this way. Of course, the lack of safety is fundamental, and it must be addressed, but short-term needs sometimes intervene before you find the long-term solution. Using indirectness for this purpose can be a signal that it's time to either resolve the safety issue or move on.
- Preserving or transferring of ownership
- When the message recipient must take ownership of the information, delivering the message directly can be problematic. Directness can result in a loss of ownership, or it can interfere with transfer of ownership. Using an indirect approach, such as hinting or speaking to be overheard, leaves the way clear for the recipient to assume ownership.
- Leaving space for creativity
- Conveying a direct message to problem solvers can bias their process. It can limit their creativity and it can cause them not to examine possibilities that they otherwise would. Indirect suggestions can give them necessary guidance with significantly less risk of biasing or limiting their creative process.
To whatever degree your own culture values indirectness, be assured that in this age of global teams you'll someday encounter someone who considers you overly direct. Prepare for these situations, if you want to be considered polite. 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!
Your comments are welcomeWould you like to see your comments posted here? rbrenouBfBRKtnRfYsHBIner@ChacRZcYkJJMFNCoOPhjoCanyon.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.
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.
More articles on Workplace Politics:
- Workplace Politics and Integrity
- Some see workplace politics and integrity as inherently opposed. One can participate in politics, or
one can have integrity — not both. This belief is a dangerous delusion.
- No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
- Unanswerable Questions
- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable
questions and how can we respond?
- Is It Arrogance or Confidence?
- Confusing arrogance and confidence can cause real trouble — or lost opportunities. What exactly
is the difference between them?
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenumpPCkLSYrYvhNYdner@ChacWpQauXbqEIEpcyOMoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.