Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 15, Issue 17;   April 29, 2015: Quips That Work at Work: II

Quips That Work at Work: II

by

Humor, used effectively, can defuse tense situations. Here's Part II of a set of guidelines for using humor to defuse tension and bring confrontations, meetings, and conversations back to a place where thinking can resume.
"Will" Rogers, humorist and cowboy philosopher

"Will" Rogers (1879-1935) was a Native American humorist, cowboy, social commentator and, in his day, media star. He was and is still widely quoted — especially his political commentary. For example, he is quoted as having said or written, "Never blame a legislative body for not doing something. When they do nothing, they don't hurt anybody. When they do something is when they become dangerous." That this sentiment is overly simplistic is often overlooked; that it contains more than a grain of truth is irrefutable.

One path to enhancing your ability to quip might be to study his writings and quotes, many of which apply as much to our situation today as they did to his then.

Photo courtesy U.S. Library of Congress.

Humor can help resolve tension, but not just any humor will do. To effectively end tension, the humor must meet several constraints. Perhaps the most important relate to the resources people have available to process the humor, given that they're fully focused on the center of the tension, and possibly feeling angry or fearful as well. To meet this resource constraint, I favor a form of humor known as a quip. Quips are usually short, witty remarks, connected somehow to the situation at hand. These attributes make them easy to understand, and therefore likely to tickle everyone immediately.

But quips about what? Here's Part II of some guidelines for generating quips that work at work.

Make fun of yourself, not others
Making fun of yourself — sometimes called self-deprecating humor — can inject laughter into a situation with little risk of offending others. Little risk, but not zero risk. Be certain that you're the only target of the quip. It could be risky to poke fun at yourself for having done a particularly dumb thing that someone else in the room has just done.
For example, after a stressful exchange, someone might say, "I've heard that humor can defuse tense situations. This situation makes me wish I were a whole lot funnier."
Demonstrate empathy
Empathy is the ability to feel what another is feeling; to see things as another sees them; to set aside one's own perspective long enough to grasp the perspective of another. Humor that demonstrates empathy is most effective when it captures the feelings others are feeling, and does so before they themselves have recognized they are feeling those feelings.
For example, Making fun of yourself can
inject laughter into a
situation with little risk
of offending others
as a member of a team that has just received an impossibly short deadline, someone might say, "I've got it. I think we can do this if we start three weeks ago…"
Provide perspective
We often use the word perspective to denote a new way of perceiving a situation that changes how we feel about its consequences. Sometimes humor can provide perspective more effectively than sober narrative.
For example, if some people feel that the new version of our product isn't up to our standards, one way to put its imperfections in perspective might be: "I agree, it isn't perfect. Let's keep perfecting it until we go out of business."

Finally, remember always that any tool can also serve as a weapon. To avoid using humor as a weapon, avoid three things:

  • Making fun of other people or their close friends
  • Making fun of anyone's creations if the creators are proud of them
  • Using sarcasm

Instead, poke fun at yourself, at nameless third parties, or at anything universally held in low regard. Maybe this is why so many comedians make fun of their governments.  Quips That Work at Work: I First issue in this series  Go to top Top  Next issue: Compulsive Talkers at Work: Addiction  Next Issue

303 Secrets of Workplace PoliticsIs 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

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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 Conflict Management:

Hiding from the truthThe High Cost of Low Trust: II
Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
Vincent's Bedroom in Arles, by Vincent Van GoghVirtual Conflict
Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common, we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.
A lunar eclipseMaking Meaning
When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are sometimes goofy or dangerous, here's a look at how we make interpretations.
Caneel with a close friend (me)Why Others Do What They Do
If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly why others do what they do. Here are some of the ways we get this wrong.
Cargo containers at a port of entryUnresponsive Suppliers: III
When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case.

See also Conflict Management and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

A game of Jenga underwayComing September 4: Beating the Layoffs: I
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.
A child at a fork in a pathAnd on September 11: Beating the Layoffs: II
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

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:

Reprinting this article

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

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.