
The Night Café, by Vincent Van Gogh, painted in Arles in 1888. In the center of the painting is a billiard table. The object of one variation of the game, Carambole Billiards, is to strike the object ball with your own cue ball by caroming off your opponent's cue ball (and possibly three cushions). Strategically, it's desirable to leave your opponent's cue ball in a difficult position, should your own ball miss. The game was very popular in France at the time.
Subject changing is a conversational technique for guiding shared thought in a mutually agreed direction. And like all tools, it has multiple purposes, some of which can be corrosive to collaboration. Understanding subject-changing helps us identify these sometimes-corrosive maneuvers, and helps us refrain from using them. Here's Part II of a catalog of techniques for changing the subject. See "Changing the Subject: I," Point Lookout for February 21, 2007, for more.
- Whac-a-mole
- Sometimes interviewers try to "pin" their interviewees. With each attack successfully evaded, the interviewer raises yet another issue, never acknowledging an escape. The interviewer's goal is to engender a feeling of frustrating impotence in the interviewee.
- This tactic is used in interrogation, cross-examination, and other hostile interviewing. It sometimes appears in performance reviews, when the determined supervisor tries to justify a negative review. Upon noticing the tactic, even if you're taken aback, do what you can to slow the pace and break the interviewer's rhythm.
- Un-self-conscious blurting
- This pattern appears in problem-solving sessions, when someone excitedly offers a fresh insight, and especially when the blurter has been lost in thought. It's best to forgive these blurts, because they're often treasures of great value.
- But the Subject changing, like all tools,
has multiple purposes, some of
which can be corrosive
to collaborationtactic also appears in intense arguments, when the blurter has lost self-control, and in other uncomfortable situations when the blurter is extremely stressed. Take these blurts as indicators of the need for a break. - Focal carom
- In this tactic, the subject-changer offers a contiguous comment, but then shifts the focus in a slightly different direction. Done artfully, other participants might not even notice the carom.
- The true artist changes the subject by posing a seemingly related question, the main purpose of which is to enroll the other participants in the shift. By answering, they implicitly agree to the new subject.
- Asking a clarifying question
- This is a variant of the focal carom that incorporates an interruption. While these questions are often genuine, they can be used to simultaneously seize the floor and shift focus. For instance, "I think I understand. Do you mean X?" More about clarifying questions
- Here X is the goal of the focal shift. The purpose of the question can be to draw the others into a discussion of X.
- Hijacking
- Here the subject-changer might open with a contiguous "sealer" comment, and then suddenly shift to a new subject. A sealer comment is a final summary or assessment, such as, "We don't know enough to decide that now, so let's take it up tomorrow."
- The subsequent hijack often begins with "Moving on…" or "On a more urgent matter, …" That's probably your last opportunity to call attention to the tactic, or to steer back to the thread.
Sometimes, even when there's more to say, it's best to let the subject change. It depends on who's in the conversation, and whether the time is right — even when the subject-changer is out of line. Top
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More articles on Personal, Team, and Organizational Effectiveness:
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that we have the freedom to decide whether or not to accept the messages we receive.
Self-Serving Bias in Organizations
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bias known as self-serving bias. Here's a look at what can happen.
Creating Toxic Conflict: I
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Here's a collection of methods for sowing toxic conflict that can help bad managers become worse managers.
Wacky Words of Wisdom: V
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They aren't. Here's Part V of some widely held beliefs that mislead us at work.
On Schedule Conflicts
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See also Personal, Team, and Organizational Effectiveness for more related articles.
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