In many workplaces — hopefully not your own — the art of polite conversation and its companion, the art of cogent, reasoned debate, are under severe threat, if they haven't completely vanished. They do survive in many personal lives — among those who've succeeded in maintaining their personal lives. What has replaced these arts is the art of the conversation irritant. It consists of a collection of habits and logical fallacies that serve the purposes of their users, who seem bent on dominating conversations and debates at any price. One price they seem willing to pay is the loss of civility, mutual respect, and overall quality in their relationships with others.
What follows is a field manual designed for someone who wants to dominate and intimidate others at work by using these malicious techniques without getting caught at it. I've written it as if I'm advising you how to converse maliciously, and I'll use the name Charlie for your conversational partner. Keep in mind that I'm not advocating the use of these techniques; I'm writing in this form for clarity only.
The first two techniques:
- Dispute the premises of conditionals
- If Charlie makes an assertion in the form of a conditional, as in, "If A then B," then dispute A, the premise of the conditional. Forcefully contradict him by saying, "That's ridiculous — A isn't true."
- What makes this Conversation irritants are habits
and logical fallacies that serve the
purposes of their users, who seem
bent on dominating conversations
and debates at any pricefrustrating for Charlie is that he isn't claiming that A is true. He's only saying that if A is true, then B happens. That's why your "contradiction" isn't really a contradiction of his claim. But if you deliver your response with enough force, and make it sound as if you believe you're refuting his claim, he'll likely experience extreme frustration.
- That frustration arises from his perception that you believe you've contradicted his assertion, when you've done no such thing. So he'll likely try to convince you of that. From his perspective, your muddled thinking is wasting his time. But unless bystanders are paying close attention, you'll appear to them to be making a valid point, and Charlie's frustration will seem to them to be the desperation of the defeated. And as a bonus, your claim that A isn't true might escape their notice, passing untested into the belief system of the group.
- Offer unsolicited obvious explanations
- Obvious explanations can be offensive, because they carry with them an implication that the listener needs to hear the explanation. The obvious explanation is therefore a form of condescension. It can be an insult concealed in a veneer of helpfulness.
- For example, when someone other than Charlie comments in a conversation, "We have an opportunity here to control several emerging markets with our new app generator," you can turn to Charlie and say, "An app generator is a program that generates apps," as if he needs that information. Of course, this example is crazily obvious and not very realistic. But I believe it illustrates the technique.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Effective Communication at Work:
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- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information.
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two of a catalog of some favorite tactics.
- Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information,
we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for
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- Columbo Tactics: I
- When the less powerful must deal with the more powerful, or the much more powerful, the less powerful
can gain important advantages by adapting the strategy and tactics of the TV detective Lt. Columbo.
Here's Part I of a collection of his tactics.
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
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