That Was a Yes-or-No Question: I

You're in a meeting. Because you have special expertise, your role is consultative. The agenda includes an important decision about releasing a product that has some unfortunate defects. Some favor release (call them Fs), and some oppose release (call them Os). You know that your opinion will be helpful to the Os, and unhelpful to the Fs.

One of the Fs asks, "In your modeling studies, didn't you find that revenue during the first six quarters would far exceed the cost of product liability litigation?"

You begin to reply, "Well, in the first six quarters following release, …"

The questioner interrupts you. "That was a yes-or-no question."

Now, the truth is that in the first six quarters following release, your models do project revenue far greater than the cost of litigation, but you don't want to answer "Yes." Time delays between actual sales and the filing of lawsuits cause litigation costs to lag sales significantly. Another factor introducing still more lag is that consumer injury incidents happen only after the product is used for a time. Moreover, the news of the lawsuits can, over time, affect revenue for the company's other products, even though they're defect-free. And then there are the inevitable product recalls. All told, over the first five years after release, your models project severe financial difficulties for the company.

But you can't figure out how to fit all that into a yes-or-no response, especially when the right answer to the question as asked is "yes," which would be extremely misleading.

This is just an example. What can you do when someone uses the yes-or-no trap?

Recognize the effects of restricting the response

Restricting the response almost inevitably limits your ability to convey a true impression of the situation. Distorting your response is often the intent of the questioner, but other intentions are also possible. For example, the questioner might be relatively ignorant of the finer points of the issue, and might be reluctant to have that ignorance revealed.

In any case, Because restricting your answers to
"Yes" or "No" generally degrades the
quality of your response, acting to
evade the restriction is usually
helpful to the organizationbecause requiring a yes-or-no response generally degrades the quality of the response, acting to evade the restriction is usually helpful to the organization.

Call it

One way to respond to the yes-or-no trap, before the questioner insists explicitly on a yes-or-no response, is to acknowledge the trap, and then decline politely to step into it. For example, "I understand that you want a yes or a no answer, and I could provide one, but it would be misleading to do so, and I'm sure you don't want that." Then pause.

Few questioners would then say, "Go ahead and mislead me." When you get the "please continue," you can provide a more complete response.

We'll continue next time with more insights and responses for yes-or-no questions.  Next 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.

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 Effective Communication at Work:

Mudfights

When we steer the discussion away from issues to attack the credibility, motives, or character of our debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical, and it leads to bad, expensive decisions that we'll probably regret.

When You Aren't Supposed to Say: III

Most of us have information that's "company confidential," or even more sensitive than that. Sometimes people who want to know what we know try to suspend our ability to think critically. Here are some of their techniques.

Getting Into the Conversation

In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities to contribute. The story is rather different for many meetings, where getting into the conversation can be challenging for some.

When Over-Delivering Makes Trouble

When responding to inquiries such as "Is that correct?" we sometimes err by giving too many reasons why it's incorrect. Patterns of over-delivery can lead to serious trouble. Here's how.

The Passion-Professionalism Paradox

Changing the direction of a group or a company requires passion and professionalism, two attributes often in tension. Here's one possible way to resolve that tension.

See also Effective Communication at Work and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming November 14: The Goal Is Not the Path

Sometimes, when reaching a goal is more difficult than we thought at first, instead of searching for another way to get there, we adjust the goal. There are alternatives. Available here and by RSS on November 14.

And on November 21: Make Suggestions Privately

Suggesting a better way of doing things can sometimes backfire surprisingly and intensely. Making suggestions privately reduces that risk, but introduces a different risk. Available here and by RSS on November 21.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjptrwelzdWdONCZdner@ChacsQKTxkHxftIkBtoKoCanyon.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

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.