When Over-Delivering Makes Trouble

When asked a question such as "Is that correct?" some of us embark on paths that create trouble in our working relationships. For example, suppose Jan knows that the premise isn't correct, because she knows of at least one counterexample — call it X. Instead of responding, "No, it isn't correct, because of X," she begins forming a mental catalog of all possible counterexamples. If Jan receives the query in conversation, she pauses while she assembles her response. If she receives the query in email, she takes a day or two to do research.

That's why it takes Jan longer to respond than the person who asked the question expects. Often, people interpret these delays as shiftiness, evasiveness, or secretiveness. They might see her as being careful in her words, or plotting, or scheming, or taking time to manufacture lies or misleading responses, or lacking in confidence.

Questioners who fairly evaluate her responses are much less likely to make these erroneous conclusions. But some questioners don't want the complete responses Jan always delivers. Questioners who ask, "Is that correct" sometimes don't want a full catalog of the reasons why it isn't correct, and they ignore it when she delivers it. Their preferences thus lead them to misunderstand what takes Jan so long to respond.

By over-delivering, some people, like Jan, convey the impression of being untrustworthy, scheming, reluctant, or incompetent.

To avoid this problem, apply a general principle:

When asked for an opinion or judgment, and the request doesn't specify a need for a complete or absolutely reliable response, a partial and estimated response — delivered right now — might suffice. If you're unsure, deliver the short answer, then ask.

Some examples:

Is this possible?

If you know one reason why it's impossible, that might be enough. Offer it and ask if more are needed.

Can you do it by Friday?

One reason why you can't might be enough.

Why is that so?

If you know one possible explanation, provide it, acknowledging that it isn't 100% certain or complete.

Who do you think can do this?

This is a question about capability, not availability. A complete list might not be required.

Can we do this for under $X?

This just requires a By over-delivering, some people
convey the impression of being
untrustworthy, scheming,
reluctant, or incompetentyes-or-no answer. Yes can require significant research. No can be very easy.

Who told you that? Or: Where did you hear that?

A complete list isn't required. It might not be necessary to provide the date on which you were told, or the order in which various people told you.

Would any changes be required to meet that requirement?

If you know of one, then the answer is yes. You don't necessarily need to devise a complete, priority-ranked or cost-ranked list of all changes that would be required.

And I don't think I need to supply any more examples. You get the idea.  Top    Next Issue

See "How to Create Distrust," Point Lookout for May 18, 2011, for a catalog of other behaviors that erode trust.

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!

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Suspense Is Not Your Friend

Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes we must convey information that can be complicated when delivered in full detail. To convey complicated ideas effectively, avoid suspense.

They Just Don't Understand

When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others.

Conceptual Mondegreens

When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.

See also Effective Communication at Work and Conflict Management for more related articles.

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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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