If your job requires you to have the answers, a trap awaits: even though you might feel obliged to have all the answers, you actually don't. You might have most of the answers most of the time, but nobody has all the answers all the time. Eventually, someone will ask you something, and you'll begin to answer before you realize you're clueless.
At that point, most people choose one of four options. Some, recognizing their own cluelessness, make up something they hope will satisfy the questioner. Others feel so obliged to answer that they suppress their feelings of cluelessness, and then respond with their best guess, concealing (or not realizing) that they're only guessing. A third group claims to know how to find the answer, even if they don't, and says something like, "I'll get back to you." The last and smallest group responds with some version of, "I don't know."
To make the I-don't-know choice a little easier, here's a little collection of unanswerable questions.
- What were you thinking?
- Even if asked about the present moment, this question is difficult enough, but reconstructing what you were thinking in the past is even more difficult. In a carefully facilitated retrospective, with safety assured, an honest answer is best. Otherwise, the question is likely rhetorical, and in public, you probably have to fall on your sword. Try not to let the sword nick any important body parts.
- Where is person P?
- Unless P is in the room with you, you don't actually know. The best you can offer is your latest information: "I saw him in the hall an hour ago;" or, "Clackamas, last I heard."
- What is/was person P thinking?
- If even P can't answer this question, nobody else can. One reasonable response: "I don't know, exactly, have you asked P?"
- Why did person P make decision D?
- People make decisions for all kinds of reasons, most of them non-rational. Unless there's documentation, you're speculating. One response: "Hmmm…I'd be speculating."
- Why didn't event E happen?
- When things happen, we can often trace causes. But when things don't happen, the reasons can be many, many indeed. One possible response: "Could be any number of reasons…I'm not sure."
- What happened when you were out of the room (on travel, off line, …)?
- You can't You can't offer first-hand
information on anything
that happened when
you weren't presentoffer first-hand information on anything that happened when you weren't present. One possible response: "I'm not sure, have you asked the people who were there?"
- Why do we do things the way we do them?
- Usually, we do what we do because we think we're following a pattern set by our predecessors. But maybe not. Unless you've actually researched this particular topic, you're just guessing.
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More articles on Workplace Politics:
- When Your Boss Conveys Misinformation
- When your boss misspeaks — innocently, as opposed to deviously — what should you do? Corrections
are not always welcome, but failing to offer corrections can be equally dangerous. How can you tell
what to do?
- Social Entry Strategies: II
- When we first engage with a group at work, we employ social entry strategies to make places for ourselves
to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of
a little catalog of social entry strategies.
- The End-to-End Cost of Meetings: III
- Many complain about attending meetings. Certainly meetings can be maddening affairs, and they also cost
way more than most of us appreciate. Understanding how much we spend on meetings might help us get control
of them. Here's Part III of a survey of some less-appreciated costs.
- The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around
them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
- Grace Under Fire: III
- When someone at work seems intent on making your work life a painful agony, you might experience fear,
anxiety, or stress that can lead to a loss of emotional control. Retaining composure is in that case
the key to survival.
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- 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 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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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.