Ethical debate at work is the activity most likely to produce outcomes consistent with organizational health and personal wellbeing. Last time, we recommended that debate participants share what they know about the issue at hand, and avoid using rhetorical fallacies. We continue now with recommendations for adopting constructive tactics and avoiding some of the more toxic tactics.
- Acknowledge truths
- Disputing a debate partner's assertion when you know it's true is disingenuous at best, and probably outright dishonest. For example, objecting to a claim because it's invalid in a few cases might be technically correct, but it's misleading. A more ethical stance would be arguing that the claim is too broad, and suggesting a search for a mutually acceptable formulation.
- Acknowledging truths in your debate partner's arguments can begin a search for common ground. It contributes to joint problem solving, steering away from a sequence of attacks and counterattacks.
- Identify misconceptions
- When your debate partner is operating under a misconception — a factual or logical error — identify it, even if doing so strengthens your debate partner's position. Failing to identify it can be tempting because no action is required. Identifying the misconception can guide the debate toward sturdy, valid outcomes. That goal is in jeopardy if one of the debaters is confused.
- Take care, though. Pointing out misconceptions can seem like personal criticism. Tread carefully.
- Don't use personal power
- Danger lies in overwhelming or disarming your debate partner by using your own personal attributes, such as political power, attractiveness, physical size, intellectual capabilities, technical knowledge, or charm. Using force or seduction to compel your debate partner to accept your position probably is not in the interest of the organization.
- Respect your debate partner as you would yourself like to be respected.
- Don't threaten
- Any tactic Respect your debate partner as you
would yourself like to be respectedthat exploits the emotional state of your debate partner could bias the outcome of the debate relative to what would have resulted from a debate focused solely on the merits of the issue. In addition to threats, avoid attacking, accusing, condescending, or intentionally confusing or flustering your debate partner.
- Intentionally creating in your debate partner any emotional state that interferes with clear thinking is ethically questionable. It can lead to outcomes inferior for the organization because they don't fairly represent your partner's interests.
- Avoid bribery
- Offering goods, services, information, or anything of value in exchange for concessions is ethically questionable, and might even be criminal. What is less clear, though, is the ethics of offering concessions in one debate in exchange for receiving concessions in another.
- Such exchanges might benefit all parties to the debate, but harm the organization, because neither of the debates will have been decided on their merits.
Whether any action is ethical can be difficult to decide. One useful test is to ask yourself whether you'd like the world (or your boss, or your CEO) to know what you've done. First in this series Top Next Issue
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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More articles on Personal, Team, and Organizational Effectiveness:
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- Much of the work we do happens outside the context of a team. We collaborate with people in other departments,
other divisions, and other companies. When these collaborators are reluctant, resistive, or recalcitrant,
what can we do?
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- It's a Wonderful Day!
- Most knowledge workers are problem solvers. We work towards goals. We anticipate problems as best we
can, and when problems appear, we solve them. But our focus on anticipating problems can become a problem
in itself — at work and in Life.
- Finding the Third Way
- When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus
on the differences between the contrasting positions. Focusing instead on their similarities can be
a productive technique for reaching agreement.
- Ending Sidebars
- We say that a sidebar is underway in a meeting when two or more meeting participants converse without
having been recognized by the chair. Sidebars can be helpful, but they can also be disruptive. How can
we end sidebars quickly and politely?
Forthcoming issues of Point Lookout
- Coming June 19: I Don't Understand: II
- Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification. How can we do that without seeming to be hostile, threatening, or disrespectful? Available here and by RSS on June 19.
- And on June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
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- 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.