In Part I of our exploration of behavioral assessment at work, we examined some relatively innocuous attributes of questions — ambiguity, arcane vocabulary, erroneous assumptions, and inappropriate language. But some people ask questions that are intended to rattle the person questioned, to assess their ability to maintain composure, or to reduce their stature. That is, in a public setting, in a strategy that relies for its effectiveness on ego depletion, the questioner might intend to cause the person questioned to lose composure, leading to regrettably embarrassing behavior, or worse.
Here are some of the hostile approaches in use. As in Part I, we use Alpha as the name of the Asker (a female), and Tango as the name of the Target (a male).
- If the question contains insinuations about others…
- Does Tango defend people in their absence? Does he ask about the details of the insinuation? Is he interested in gossip?
- Does Tango consider all possibilities? Alpha might be trying to discover how Tango handles invitations to gossip. Or perhaps she merely seeks information.
- If it's insulting…
- Does Tango take offense? Or does he ask Alpha whether she is aware of the offense, before enlightening her?
- Alpha might be trying to determine whether, how, or how effectively Tango stands up for himself.
- If it's already been asked repeatedly…
- Is Tango Some people ask questions that
are intended to rattle the person
questioned, to assess their ability
to maintain composure, or to
reduce their statureimpatient? Does he lose control when Alpha repeats the same question in different forms? Or does he ask Alpha what was missing from his previous answers?
- Asking the same question repeatedly, in different forms, can be annoying, because it can indicate distrust, suspicion, or disrespect for Tango's time. How does Tango deal with repetitive questioning?
- If the questioner interrupts repeatedly…
- After Alpha interrupts Tango in mid-response, can Tango resume and smoothly continue his response? Or does he have trouble remembering what he was about to say?
- Mental quickness and excellent short-term memory can be valuable assets. How quick is Tango? How good is his memory? Can he thrive in contention with the sharp minds on this team?
- If the questioner asks four questions at once…
- As Tango responds, can he remember all four questions? This is another test of memory and mental agility.
- Combining this test with repeated interruptions can reveal much about Tango's abilities under pressure, but only if Alpha can keep the four questions straight herself.
- If it's arrogant and condescending
- When Alpha's manner is brusque, condescending, or disrespectful, does Tango address the affront? How? Can he disarm her?
- Knowing Tango's abilities in contentious situations can be useful to Alpha if she must deal with him in the future, whether as friend or foe.
There are no right answers. Much depends on the relationship between Alpha and Tango. But Tango can probably achieve better results by preparing for these situations than he can achieve unprepared. 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 welcomeWould you like to see your comments posted here? rbrenhFgDBaKaimDJvqlAner@ChacXinckgnUVgwcqhqFoCanyon.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.
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.
More articles on Workplace Politics:
- Guidelines for Delegation
- Mastering the art of delegation can increase your productivity, and help to develop the skills of the
people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
- Fooling Ourselves
- Humans have impressive abilities to convince themselves of things that are false. One explanation for
this behavior is the theory of cognitive dissonance.
- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some
people in the rest of the organization. When these conditions prevail, organizational performance suffers.
- Deceptive Communications at Work
- Most workplace communication training emphasizes constructive uses of communication. But when we also
understand how communication can be abused, we're better able to defend ourselves from abusive communication.
One form of abusive communication is deception.
- The Utility Pole Anti-Pattern: I
- Organizational processes can get so complicated that nobody actually knows how they work. If getting
something done takes too long, the organization can't lead its markets, or even catch up to the leaders.
Why does this happen?
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenCKiHzVhVIxrEeBdAner@ChacgXJeGqazJPiMYaeyoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.