
Donald Trump (left) and Hillary Clinton (right), candidates for U.S. President in 2016. Although their respective speaking styles illustrate the differences described here, we cannot know for certain what accounts for these differences in this case, or in any case, without additional information. Judgment is required. One cannot base an assessment of the competence and/or honesty of any individual based solely on the style of their delivery.
Photo of Donald Trump (cc) Michael Vadon. Photo of Hillary Clinton (cc) Gage Skidmore. Composition available at WikiMedia.
In their simplest form, paradoxes are self-contradictory statements. For example: "This statement is false." If the statement is false, then it must be true. And if it's true, then it must be false. But we also apply the term paradox to situations that seem to contain inherent contradictions. When our actions cause effects that contradict our intentions, we might view those effects as paradoxical.
An example is the Dunning-Kruger Effect, which describes our tendency to confuse confidence with competence. [Kruger 1999] Because incompetent individuals are less able than their more competent peers to recognize competence when they see it, the incompetent have a greater tendency to interpret confidence as evidence of competence. And they interpret behavior that seems tentative or halting as evidence of incompetence. Thus, speakers who are unaware of their own confusion might seem confident, and therefore competent, when, in fact, they're clueless. Speakers who are aware of their own limitations might seem tentative — and therefore less competent — when, in fact, their tentativeness might actually arise from greater awareness of the full complexity of the issue at hand.
The effects are most dramatic for spoken communication, when we can observe pace and rhythm, but they're also observable in written communication, in construction and vocabulary.
In conversation, people who have command of the subject at hand sometimes exercise great care in what they say, so as to reduce the chance of being misinterpreted. That cautiousness can reduce the pace of their speech, and make its rhythm uneven. To listeners, cautiousness can appear to indicate incompetence relative to the subject at hand, or perhaps even dishonesty. When this happens, careful word choice produces the opposite of the intended effect. Instead of reducing the chance of misinterpretation, it actually invites listeners to misinterpret what the speaker is saying. That's one form of the paradox of carefully chosen words.
In that Choosing your words carefully
can unintentionally create an
impression of incompetence
and even deceitfulnesssame conversation, people who lack command of the subject, or who care little about the veracity of their statements, can produce contributions to the conversation with ease and fluency. To listeners, ease and fluency can appear to indicate confidence, competence, and credibility, even when these speakers might actually be relatively less than knowledgeable at best — or worse, dishonest. That's the second form of the paradox of carefully chosen words.
People tend to interpret a cautious, tentative, and thoughtful demeanor as an indicator of incompetence and/or dishonesty, rather than the mastery and scrupulous care that can be its actual source. And they tend to interpret a glib, relaxed, and easy demeanor as an indicator of mastery and honesty, rather than the ignorance and overconfidence that can be its actual source. And here's the really bad news: some speakers might cynically exploit this paradox. They affect a glib, relaxed, and easy demeanor as a way to fool us. Don't be fooled. Top
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For more about the Dunning-Kruger Effect, see "The Paradox of Confidence," Point Lookout for January 7, 2009; "How to Reject Expert Opinion: II," Point Lookout for January 4, 2012; "Devious Political Tactics: More from the Field Manual," Point Lookout for August 29, 2012; "Overconfidence at Work," Point Lookout for April 15, 2015; "Wishful Thinking and Perception: II," Point Lookout for November 4, 2015; "Wishful Significance: II," Point Lookout for December 23, 2015; "Cognitive Biases and Influence: I," Point Lookout for July 6, 2016; and "Risk Acceptance: One Path," Point Lookout for March 3, 2021.
Footnotes
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Related articles
More articles on Effective Communication at Work:
Virtual Communications: III
- Participating in or managing a virtual team presents special communications challenges. Here's Part
III of some guidelines for communicating with members of virtual teams.
See No Evil
- When teams share information among themselves, they have their best opportunity to reach peak performance.
And when some information is withheld within an elite group, the team faces unique risks.
Presenting to Persuade
- Successful, persuasive presentations involve a whole lot more than PowerPoint skills. What does it take
to present persuasively, with power?
Reframing Hurtful Dismissiveness
- Targets of dismissive remarks often feel that their concerns are being judged as unimportant, which
can be painful when their concerns are real. But there is an alternative to pain. It requires a little
skill and discipline, but it can work.
Remote Hires: Communications
- When knowledge-oriented organizations hire remote workers, success is limited by the communications
facilities they provide. Remote hires need phones, computers, email, text, video, calendars, and more.
Communications infrastructure drives productivity.
See also Effective Communication at Work and Critical Thinking at Work for more related articles.
Forthcoming issues of Point Lookout
Coming March 29: Time Slot Recycling: The Risks
- When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.
And on April 5: The Fallacy of Division
- Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.
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