Saying "no" to someone with superior organizational power can be trying indeed. The unwelcome news doesn't always land easily, and the consequences to a no-sayer's reputation and career can be severe. But we can deliver "no" more effectively, and more safely, if we understand three of the many obstacles to successful delivery of "no."
- Accurate threat assessment
- In unsafe environments, where superiors abuse their power by shaping their subordinates' expressed opinions, the threat to anyone who must deliver "no" is real. Subordinates who assess this threat accurately can experience a sense of intimidation, which can cause them to appear less than confident when delivering their "no."
- Since these no-sayers appear to lack confidence, the recipients of their "n" messages tend to discount what they hear, which can lead some recipients to reject the no-sayer's "no." In this way, the no-sayer's accurate assessment of the threat to the no-sayer can lead to rejection of the "no," even when the no-sayer has mustered the courage to deliver "no."
- Incompetent task difficulty assessment
- Those who lack sufficient competence to recognize impossible task assignments represent another threat to those who would say "no." A typical threat that no-sayers experience, delivered by superiors intent on receiving "yes" instead of "no," is, "If you can't get the job done, I'll find someone who can."
- Superiors who lack competence sufficient to recognize the impossibility of their demands tend also to lack competence sufficient to recognize the incompetence of the people to whom they turn for "yes" when a no-sayer says "no." These powerful people might truly believe that they've found someone who will get the job done, but all they have really found is someone who agrees to take on an impossible task, and who isn't competent to recognize the impossibility of that task.
- Inaccurate message formation
- Superiors who are intent on shaping the expressed opinions of subordinates are more likely than others to withhold from subordinates information about the task at hand and about the environment in which it's hosted. This withholding can result in no-sayers delivering specious arguments as justification for their nos.
- When this happens, recipients A 'No' uttered from deepest conviction
is better and greater than a 'Yes'
merely uttered to please, or what is
worse, to avoid trouble.
—Mohandas Ghandifeel justified in rejecting the no-sayer's position in its entirety, even if the no-sayer's conclusion is valid. Recipients who reason in this way are committing the formal fallacy — an error in logic — known as denying the antecedent. It follows the pattern: (a) If P, then Q; (b) Not P; (c) Therefore, not Q.
Although the recipient rejects the "no" for reasons that aren't logically correct, the recipient might actually recognize the error. Recipients who do so are acting unethically.
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More articles on Workplace Politics:
- Social Entry Strategies: II
- When we first engage with a group at work, we employ social entry strategies to make places for ourselves
to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of
a little catalog of social entry strategies.
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- Conversation Despots
- Some people insist that conversations reach their personally favored conclusions, no matter what others
want. Here are some of their tactics.
- Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing
relationships, and generates toxic conflict. One class of behaviors that's especially threatening to
relationships is disregard for the feelings of others. In this part of our series we examine the effects
of that disregard.
- Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from
embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can
chairs do about stone-throwers?
Forthcoming issues of Point Lookout
- Coming February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
- And on February 15: Four Razors for Organizational Behavior
- Deviant organizational behavior can harm the people and the organization. In choosing responses, we consider what drives the perpetrators. Considering Malice, Incompetence, Ignorance, and Greed, we can devise four guidelines for making these choices. Available here and by RSS on February 15.
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