Coercion by Presupposition

Some people use presuppositions to coerce others into accepting responsibilities they don't want or can't fulfill. Here's an example: "Jesse, when can you have this done?" It sounds like an innocent question, and often, it is. But suppose Jesse hasn't yet committed to the task because he's overloaded, as he had politely explained yesterday. And suppose further that the question is asked in a meeting, with colleagues and perhaps Jesse's supervisor looking on (or listening in).

Jesse would be cornered. He would have to choose between acquiescence and contradicting the speaker, and thereby seeming uncooperative. Worse, if he contradicts the speaker, however politely, the speaker might respond with something like, "Whoa, pal, you already committed to doing this. Are you reneging now at this late date?" Some operators might do this even if Jesse had never said or done anything resembling accepting responsibility.

This tactic is difficult to deal with because it contains a presupposition. A swatch of speech or text contains a presupposition if it assumes something, usually implicitly. In the example above, the presupposition is that Jesse has agreed to do the work. (See "The Power of Presuppositions," Point Lookout for September 1, 2004, for more.)

Presuppositions aren't inherently evil. A presupposition can be appropriate when all parties to the exchange are aware of the assumption and agree to it. I call this a Type 1 Presupposition (PS1). But when the recipient of the message is unaware of the presupposition or doesn't agree with it, trouble like Jesse's begins. If the presupposition is inadvertent it's of Type 2 (PS2). If it's intentional, it's Type 3 (PS3).

Here's what you can do about Type 3 presuppositions.

Educate everyone

Ending the use of PS3s begins with learning what they are. Outside the context of any PS3 incident, explain PS3s to others. The word presupposition is familiar to some, but many don't really know what it means.

Recognize PS3s as abuse

PS1s are useful shorthand; PS2s are accidents; PS3s are a We must recognize as abusers any
managers who use presuppositions
to coerce subordinatesform of psychological abuse. We must recognize as abusers any managers who use presuppositions to coerce subordinates.

As a third party, point out presuppositions when they're used

Targets of PS2s and PS3s are vulnerable. Responding safely is difficult. But third party bystanders can respond constructively and forcefully by simply identifying the presupposition. Example: "Wait a minute, I didn't realize Jesse had committed to this task. I'm concerned that he might become overloaded."

One step you can take right away: circulate this essay. If your organization harbors operators who use presuppositions as tools of coercion, you'll do a great deal of good by making people aware of the tactic in advance, even if you can't take overt action "in the moment." It's a small step towards eliminating this form of coercion, but it is a step.  Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Politics:

More Stuff and Nonsense

Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.

My Boss Gabs Too Much

Your boss has popped into your office for another morning gab session. Normally, it's irritating, but today you have a tight deadline, so you're royally ticked. What can you do?

Beyond Our Control

When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed. We could have done more. But is that really true? Aren't some things beyond our control?

Bad Trouble: Misdirection

When Bad Trouble develops at work we have a chance to see what our organizational cultures are made of. Many of our colleagues respond constructively. When they don't, misdirection tactics are popular. Here's a little catalog of misdirection responses.

Avoiding Speed Bumps: I

Many of the difficulties we encounter while working together have few long-term effects. They just cause delays, confusion, and frustration. Eventually we sort things out, but there is a better way: avoid the speed bumps.

See also Workplace Politics and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming June 7: Toxic Disrupters: Tactics

Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.

And on June 14: Pseudo-Collaborations

Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info