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.
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
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More articles on Workplace Politics:
- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
when groups fail even to consider changing something that everyone would agree needs changing.
- The End-to-End Cost of Meetings: I
- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of
the most-often overlooked costs of meetings.
- The End-to-End Cost of Meetings: II
- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources
are outside the meeting room. Here's Part II of our exploration of meeting costs.
- Workplace Politics and Social Exclusion: I
- In the workplace, social exclusion is the practice of systematically excluding someone from activities
in which they would otherwise be invited to participate. When used in workplace politics, it's ruinous
for the person excluded, and expensive to the organization.
- Availability and Self-Assessments
- In many organizations, employees develop self-assessments as a part of the performance review process.
Because of a little-known effect related to the Availability Heuristic, these self-assessments can be
biased against the employee.
Forthcoming issues of Point Lookout
- Coming July 22: Red Flags: I
- When we finally admit to ourselves that a collaborative effort is in serious trouble, we sometimes recall that we had noticed several "red flags" early enough to take action. Toxic conflict and voluntary turnover are two examples. Available here and by RSS on July 22.
- And on July 29: Red Flags: II
- When we find clear evidence of serious problems in a project or other collaboration, we sometimes realize that we had overlooked several "red flags" that had foretold trouble. In this Part II of our review of red flags, we consider communication patterns that are useful indicators of future problems. Available here and by RSS on July 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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