Embolalia are those utterances we produce that are little more than filler, if they are any more at all. Sometimes, when they do carry meaning, the function they serve is better accomplished in more straightforward and economical ways. At other times, they can damage the relationship between the addressor and the addressees, or worse, they can harm the very image of the addressor. What are embolalia, and why do we produce them?
In their simplest forms, embolalia are monosyllabic nonwords. They fill spaces. They mark time while we gather our thoughts or while we plan what we're about to say. In English, examples are "uh," "um," "er," and "eh." Some people use embolalia habitually, even though they don't need time to plan their next words. "Like" is one example often used this way.
When we hear others using embolalia, we make meaning of their use. For the simplest forms, we sometimes conclude that the addressor is "unprofessional," or lacks confidence or polish, or that the addressor is nervous or under stress. This is one reason why those who aspire to be taken seriously often try mightily — sometimes too mightily — to rid their speech of these forms.
With regard to these simplest embolalia, conclusions about professionalism or polish can be correct, but there are other possibilities. For example, some users of "uh," "um," and "er" use them consciously, by choice, to convey an impression of softness, tact, or accessibility. They want to avoid appearing too certain of themselves, or too commanding or domineering. They want to seem to be considering their words carefully, as if for the first time, when they actually know very well what they're planning to say. People who employ this deceptive strategy might also use more complex embolalia, but using "uh," "um," and "er" in this way — and doing it effectively — requires true theatrical skill.
Some more complex Some users of "uh," "um," and "er"
use them consciously, by choice,
to convey an impression of
softness, tact, or accessibilityembolalia also provide opportunities for softening impressions. Examples: "you know," "You know what?," "kind of," "kinda," "sort of," "sorta," "it seems to me that," "it seems like," "the thing is," "I mean," "stuff like that," and "things like that." These forms, like all embolalia, do provide extra time for the addressor to plan ahead, but they can also be disarming or softening, or contribute to a more familiar or humble tone if the addressor seeks such a tone.
Sadly for some users of embolalia, familiarity or humility aren't always desirable results. Addressors who seek credibility, who want to persuade the addressees, or who want the respect of addressees, would do well to avoid these forms in particular.
We'll continue our exploration of embolalia next time, when we look at some of the most complex forms. Next issue in this series 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
Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend me your comments by email, or by Web form.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
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 Personal, Team, and Organizational Effectiveness:
- Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right,
or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some
thoughts to help you kick the habit.
- Finding Work in Tough Times: Marketing
- We aren't accustomed to thinking of finding work in tough times as a marketing problem, but it helps.
Here are some suggestions for applying marketing principles to finding work in tough times.
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
management debt? How can we pay it down?
- The Risks of Too Many Projects: I
- Some organizations try to run too many development projects at once. Whether developing new offerings,
or working to improve the organization itself, taking on too many projects can defocus the organization
and depress performance.
- Cooperations That Need to Be Collaborations
- Modern products and services are so complex that many people cooperate and collaborate to produce them.
When people are cooperating but the work actually requires collaborating, risks arise that can threaten
the success of the effort.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming December 11: White Water Rafting as a Metaphor for Group Development
- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed