Embolalia and Stuff Like That: II

In last week's issue, we began an exploration of embolalia — the filler we use in everyday speech, to help us gain time to gather our thoughts, or to soften our tone. We focused on the simplest forms — "uh," "um," "er," and so on, and short phrases such as "kind of" and "stuff like that." This time we turn our attention to forms of embolalia so complex that we don't recognize them as filler, even though they contribute nothing to the speaker's message.

The simplest of these are introductory embolalia, which tend to appear at the beginning of the address. They include "actually," "basically," "anyway," "honestly," "seriously," and "well." President Reagan was known for his use of "well." Some of these also have a softening effect, but they convey other messages, too. For instance, "actually," can be condescending, "seriously" can close a humorous interlude, and "anyway" can be a means of rejecting contradiction.

The real experts in using embolalia can make them sound formal, powerful, and valuable, even when they're nothing more than high-falutin' "ums." In this category, President Nixon was known for "Let me say this about that." Examples:

• You have to understand
• That's a great question; Excellent question
• Ah, but there's a hitch
• You might think so, but…
• It's not The real experts in using embolalia
  can make them sound formal,
  powerful, and valuable, even
  when they're nothing more
  than high-falutin' "ums"that simple
• On the one hand; On the other hand
• Needless to say; It goes without saying
• Let me be (perfectly) clear
• Let me say this (about that)
• I just want to say (this)
• All I'm saying is (this)
• I would say this
• I would (will) tell you that (something)
• I have to say; I must say
• Let me just make a couple of points
• Could I just mention one other thing
• That's a fascinating point
• The bottom line is
• At the end of the day
• One of the problems was (is)
• My own view is
• The fact (truth) is that

The most complex embolalia are rarely noticed, even though they're common in everyday conversation. About 30 minutes of news programming on U.S. television yielded these examples:

• The general problem we seem to be having is
• There are three reasons (or two or whatever)
• You might think so at first, but if you give it a little thought you realize that something much more complicated is going on
• I believed that myself when I first looked into this matter
• We can rule out that possibility easily, for three reasons
• Nothing could be further from the truth
• Many people do subscribe to that thesis, but there is little hard data to support it. Let me explain.

Are any of these examples familiar to you from your own speech? If they are, shorter alternatives will increase the impact of your words. First 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

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 Personal, Team, and Organizational Effectiveness:

A Message Is Only a Message

When we receive messages of disapproval, we sometimes feel bad. And when we do, it can help to remember that we have the freedom to decide whether or not to accept the messages we receive.

Logically Illogical

Discussions in meetings and in written media can get long and complex. When a chain of reasoning gets long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure. Here are just a few.

Guidelines for Sharing "Resources"

Often, team members belong to several different teams. The leaders of teams whose members have divided responsibilities must sometimes contend with each other for the efforts and energies of the people they share. Here are some suggestions for sharing people effectively.

Confirmation Bias: Workplace Consequences Part I

We continue our exploration of confirmation bias, paying special attention to the consequences it causes in the workplace. In this part, we explore its effects on our thinking.

Wacky Words of Wisdom: II

Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules. And that's where the trouble begins. We remember them too easily and we apply them too liberally. Here's Part II of a collection of often-misapplied words of wisdom.

See also Personal, Team, and Organizational Effectiveness and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Coming April 1: Incompetence: Traps and Snares

Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.

And on April 8: Intentionally Misreporting Status: I

When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.