Not everything is what it seems. Take questions, for example. When we ask questions, we're usually seeking answers. Sometimes, though, the questioner already knows the answer. A teacher's question might guide a student to a discovery. A prosecutor's question might induce a witness to reveal inconsistencies in prior testimony. Even when we know the answer, the answer might still be the point of the question.
But there are times when the asker is more interested in the behavior of the person questioned than in the answer he or she provides. At work, we don't usually think about behavioral assessment, because we do it so intuitively. But what if someone asks a question with behavioral assessment in mind?
Here is Part I of a collection of suggestions to help you prepare for such questions. I refer to the Asker as "Alpha" and the Target of the question as "Tango." By a coin flip, I determined that Alpha is female and Tango male.
- If the question is ambiguous…
- Does Tango answer directly, making assumptions to resolve the ambiguities? Or does he notice the ambiguities and ask for clarification?
- Alpha could be trying to determine whether Tango has the nerve to request clarification. But if Tango is too careful — if he seems wary — Alpha might interpret that wariness as an attempt at concealment. Does Tango know how to ask for clarification without seeming wary?
- If the question uses arcane vocabulary…
- When Tango doesn't understand the question, does he try to conceal his confusion, or does he admit to confusion, and ask for clarification?
- Admitting confusion or ignorance can be difficult, especially in settings in which knowledge and sophistication are valued. Is Tango confident enough in his abilities that he can acknowledge his limitations?
- If it contains erroneous assumptions…
- When There are times when the asker
of a question is more interested
in the behavior of the person
questioned than in the answer
he or she providesthe question presupposes something Tango knows is false, does he offer a correction? Or does he deliver a tactful response that conceals whether or not he noticed the error?
- If Tango chooses to conceal that he noticed the error, this ploy tells Alpha about his acting (or poker-playing) abilities. If he addresses the error, his response shows her how skillfully he can present the correction without offending her. This technique is also useful for determining Tango's level of expertise. Can he spot the error? Is he confident enough to offer a correction?
- If it's couched in inappropriate language…
- If Alpha uses inappropriate language, or displays bigotry, does Tango let it slide, or does he object? How strong or how direct is his objection?
- Does Tango exhibit nerve and integrity? If Alpha is a superior, does Tango let that cow him? If Tango objects, how deftly does he manage it?
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More articles on Workplace Politics:
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- When you have several options, and all seem politically risky, what can you do? Here are two guidelines
to finding your way to a good outcome.
- How to Tell If You Work for a Nanomanager
- By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some
of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish
that they need a category of their own.
- When You're the Least of the Best: I
- The path to the pinnacle of many professions leads through an initiate or intern stage in which the
new professional plays a role designed to facilitate learning, especially from those more experienced.
For some, this role is frustrating and difficult. Comfort in the role makes learning its lessons easier.
- On Noticing
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can be the difference between the outcomes we fear, the outcomes we seek, and the outcomes that exceed
our dreams. How can we improve our ability to notice?
- Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can
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our ability to prepare for adverse events?
Forthcoming issues of Point Lookout
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- 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 15.
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- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
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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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.