
Fire at the base of a tree in Yellowstone National Park, 1974. The fire in this scene is small compared to the surrounding forest. But that forest would burn quickly if the fire were not addressed.
So it is with conversation irritants. If we let them happen without intervention, toxic conflict can easily erupt and rapidly spread through the group. Photo by Paul Schullery, courtesy U.S. National Park Service.
In this Part II of a little collection of conversation irritants that people use to "tweak" each other at work, I emphasize the use of irrelevance and ambiguity. As in Part I, I'm writing this as 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 writing in this form only for clarity — I'm not advocating the use of these techniques.
Here are three more conversation irritants:
- Make irrelevant additional comments
- Charlie sometimes makes an unconditional assertion, or an unconditional conjecture, as in, "We have an opportunity here to control several emerging markets with our new app generator." To irritate Charlie no end, make a comment — either supportive or contradictory — that deflects the discussion into irrelevance. For example, "Yes, emerging markets present lots of opportunities. I'm thinking flubber here."
- Charlie wanted to start a conversation about the company's app generator. But you've now deflected the conversation into multiple new unrelated vistas, one of which involves the mystical substance called flubber, from the 1997 film of the same name, which was a remake of the 1961 classic, "The Absent-Minded Professor".
- You sounded supportive, because you started your comment with "Yes." But from there you went to someplace crazily irrelevant: flubber. To redirect the flow back to the widget generator, Charlie must take a contradictory position, instead of the visionary position he prefers. He'll feel frustrated, and he might not know why, which can add to his sense of frustration.
- Contradictory irrelevant comments can be just as effective. They create in Charlie an urge to offer a refutation, which takes the conversation further still into irrelevance.
- Use ambiguity as a frustration tool
- Ambiguous comments and ambiguous responses to questions can be especially frustrating for listeners, because they compel listeners to ask for clarification as if they don't understand the comment. For achieving ambiguity, pronouns can be powerful. For example, Charlie might ask, "When did Sheila say Martha thought it would be ready for testing?" You can then respond, "She didn't know exactly, but she says it won't be this week." Using the pronoun she in response to a question about two women is inherently confusing, and therefore quite possibly frustrating for Charlie, who must ask what you mean by she.
- Acronyms, Ambiguous comments and ambiguous
responses to questions can be
especially frustrating for listeners,
because they compel listeners to
ask for clarification as if they
don't understand the commentinitialisms, jargon, and little-used terminology are other tools of confusion and frustration. Those who might be less familiar with the terms you've used must then ask for clarification, which risks appearing ignorant or unschooled. Extra points: use terms that have multiple meanings. Or make up official-sounding terms and use them as if they were real. - Use placeholder names without referents
- Placeholder names are a category of filler language. Another category of filler language is embolalia, discussed in "Embolalia and Stuff Like That: I," Point Lookout for May 15, 2013. Embolalia are monosyllabic nonwords that mark time while we gather our thoughts or while we plan what we're about to say. In English, examples of embolalia are "uh," "um, "er," "like," and "eh."
- Placeholder names usually serve a function similar to that of embolalia, but they're a step or two up the conceptual ladder. They include words such as thingie, thingumebob, thingamajig, whatsit, whatchamacallit, whatnot, gizmo, doohickey, and widget. Or for people, whosit, whatsisname, and whatsername. But in our application, placeholder names can be a tool for generating frustration, when we use them with insufficient indication of their referents — what they're holding their places for.
- For example, when Charlie asks, "What's the meaning of the agenda item 'Resolve the iteration question,'" you can respond, "You know that, Charlie, it's when the app generator blows up for thingamajig iterations." This nonexplanation forces him to ask for further clarification. For extra zing, use a condescending tone.
These tactics all rely on a strategy of deniability. They offend, obfuscate, or insult in ways that are difficult for Charlie to call out accusingly, unless he's willing to risk seeming overly sensitive or even paranoid. In that way, they afford you protection while you go about irritating him. First issue in this series
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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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Related articles
More articles on Effective Communication at Work:
Responding to Rumors
- Have you ever heard nasty rumors about yourself? When rumors are damaging, they can hurt our careers,
our self-esteem, and even our health. Sadly, our response to rumors often compounds the serious damage
they do.
Definitions of Insanity
- When leaders try to motivate organizational change, they often resort to clever sloganeering. One of
the most commonly used slogans is a definition of insanity. Unfortunately, that definition doesn't pass
the sanity test.
That Was a Yes-or-No Question: I
- In tense situations, one person might question another. As the respondent replies, the questioner interjects,
"That was a yes-or-no question." The intent is to trap the respondent. How does this work,
and how can the respondent escape the trap?
Performance Issues for Nonsupervisors
- If, in part of your job, you're a nonsupervisory leader, such as a team lead or a project manager, you
face special challenges when dealing with performance issues. Here are some guidelines for nonsupervisors.
Interrupting Others in Meetings Safely: III
- When we need to interrupt someone who's speaking in a meeting, we risk giving offense. Still, there
are times when interrupting is in everyone's best interest. Here are some more techniques for interrupting
in situations not addressed by the meeting's formal process.
See also Effective Communication at Work and Effective Communication at Work for more related articles.
Forthcoming issues of Point Lookout
Coming February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
And on March 5: On Begging the Question
- Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.
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