You're in a meeting. Your boss is talking about something you know a lot about. Your boss doesn't know it, but she's conveying misinformation. What would you do:
- Correct your boss before she does real damage
- Sit quietly and let her dig the hole deeper; or
- Let her go for a while. Then comment, "Actually, I think there might be an update on that," or some other gentle way to offer a correction.
If you answered (1), (2), or (3), you could be in trouble, because there's no right answer. The choice that works best — the least bad choice — depends on you, your boss, the other people in the conversation, and on your relationships. What works well in one situation doesn't necessarily work well in another.
There is no one best way.
We'd all like to believe that a straightforward, honest, open offer to amend what the boss is saying should be acceptable. In a perfect world, it might be. But since most of us don't work in a perfect world, how can you tell what to do?
Option (1) is an example of what works well in open systems. The straightforward, content-focused approaches work well when the relationships support them, when everyone is comfortable with that level of openness, and when everyone has agreed in advance to operate this way.
Option (2) is an example of what can happen in closed systems, where safety is available only by exercising the utmost care. Systems in these configurations exact a high price in vigilance on the people who work within them. People must be constantly aware of a long list of behaviors that others regard as injurious or hurtful. The system suffers as a result. Effort that could otherwise be allocated to furthering organizational goals must instead be spent on attending to interpersonal wariness. The problem can become so severe that the system can actually become dysfunctional.
Option (3) We'd all like to believe that a
straightforward, honest, open
offer to amend what the boss is
saying should be acceptable.
In a perfect world,
it might be.is an example from a middle category between the open and closed systems. This category is the one most likely to apply to the typical work group. In these systems, some openness is possible, but the messages that are delivered so directly in open systems must be carefully encased in almost ritualized exteriors that communicate high levels of respect and care. These exterior messages are designed to make the recipient realize that the interior content is not a threat to the status of the recipient. Beware, though, because even the most tactfully delivered correction messages can trigger the backfire effect.
To determine what kind of approach to take, decide first what kind of system you're in. Closed? Open? In between? If you're in an open system, it's usually obvious to all. If you can't even discuss the concept of openness, you're in a closed system. If you just aren't sure, you're probably in between. Top Next Issue
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More articles on Workplace Politics:
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- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- A Critique of Criticism: I
- Whether we call it "criticism" or "feedback," the receiver can sometimes experience
pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to
increase the chance that the receiver hears the giver's message without experiencing pain?
- Inappropriate Levels of Regard
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do. Confusing the two is a dangerous error.
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you
to the risk of retribution. That's why the reporting decision must consider the need for safety.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
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development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
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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.