When the Answer Isn't the Point: II

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 issue 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.

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 Workplace Politics:

Is It Blame or Is It Accountability?

When we seek those accountable for a particular failure, we risk blaming them instead, because many of us confuse accountability with blame. What's the difference between them? How can we keep blame at bay?

Unwelcome Workplace Hugs

Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.

Communication Traps for Virtual Teams: I

Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?

Communication Traps for Virtual Teams: II

Communication can be problematic for any team, especially under pressure. But virtual teams face challenges that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.

The Politics of the Critical Path: II

The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience the unique politics of the critical path.

See also Workplace Politics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming May 21: Mismanaging Project Managers: Mechanics

Most organizations hold project managers accountable for project performance. But they don?t grant those project managers control of needed resources. Nor do they hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with project work. Here?s a catalog of behaviors worth looking at. Available here and by RSS on May 21.

And on May 28: Mismanaging Project Managers: Leadership

Most organizations hold project managers accountable for project performance. But they don't hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with the project manager's ability to lead the project team. Available here and by RSS on May 28.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info