
Henny Youngman (1906-1998) in a 1957 publicity photo. He was a comedian of stage and screen, known as "the king of the one-liners" because most of his jokes were very, very short. His most famous line is perhaps, "Take my wife…please." Although his humor has little potential for direct application in the workplace, students of his brevity will gain much. Photo courtesy Wikipedia.
Humor at work can make work fun. It can defuse tense situations, prevent difficult situations from becoming more difficult, and clarify points that might otherwise have remained murky. Being uproariously funny on a consistent basis does take some skill. Fortunately, consistent uproariosity isn't important at work. Two things do matter. First, it's important to be funny enough often enough to keep your team out of trouble. And second, it's important not to hurt anyone or set the team back in its path to making progress together.
And that second item is the focus of this post — managing the risks of using humor at work. Here are some guidelines for avoiding trouble when using humor at work.
- Connect to the here and now
- Prepared humorous stories ("canned jokes") might be funny over the dinner table or along the sidelines of a children's soccer game. But they're of little value at work because they so rarely connect with the present situation. Moreover, they often sound practiced.
- Be funny
- Perhaps the most critical attribute of any attempt at humor at work is that the lines delivered must actually be funny. And the people who have final say as to the humor value of the delivered lines are the people who hear them.
- Simple is better than complicated
- The more It's important to be funny enough often
enough to keep your team out of trouble.
And it's also important not to hurt anyone
or send the team deeper into toxic conflict.complicated the humor, the more likely it is to fall flat. Especially in tense situations, people at work are most likely focused on work. A humorous comment might take many by surprise. They're unprepared to process the humor. Make it easy for them. - Puns are high risk
- Even when people are getting along well, with stress levels low, puns can be irritating. Delivering a pun in the hope of defusing a tense situation is unwise. Oddly, there are entire Web sites devoted to providing puns to use at work. Don't go there.
- Unalterable personal attributes aren't funny
- Using someone's personal attribute as a predicate for a humorous comment is extremely risky, especially if the attribute is undesirable. The target of the comment almost certainly will take offense at the commenter and anyone who finds the comment funny. Such comments risk being divisive.
- Ridiculing a serious situation isn't funny
- In serious situations, some people realize they might be held accountable for the problem. Others expect that although they themselves might not be accountable, they might pay a high price personally — harm to their careers or a requirement to work long hours to deal with the problem. Neither set of folks is likely to see much humor in the situation. Indeed, they might interpret humorous comments as comments that devalue the pain they are about to endure.
- Sarcasm is frequently misunderstood
- To be effective, a sarcastic comment must be delivered drily — as if it were a straight comment. And therein lies the risk. Some might interpret the comment literally, which is usually the opposite of the intended meaning. This risk is elevated when the audience is comprised of people hailing from multiple cultures.
- Humor that elevates your own status can seem self-serving
- If the supposedly humorous comment is an example of indirect backdoor bragging, it's more likely to exacerbate tensions than it is to relieve them. And backdoor bragging is just one way to make trouble by elevating one's own status. Another: delivering humor that's humorous only if one has specialized knowledge or access to restricted information.
The human mind is endlessly creative. I'm certain that there are dozens more ways to make trouble with humor. If you notice one not mentioned here, add it to your list of tactics to avoid — and please send the example to me. Top
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Related articles
More articles on Workplace Politics:
Guidelines for Curmudgeon Teams
- The curmudgeon team is a subgroup of a larger team. Their job is to strengthen the team's conclusions
and results by raising thorny issues that cause the team to reconsider the path it's about to take.
In this way they help the team avoid dead ends and disasters.
Judging Others
- Being "judgmental" is a stance most people recognize as transgressing beyond widely accepted
social norms. But what's the harm in judging others? And why do so many people do it so often?
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.
Surviving Incompetence: II
- When your organization undertakes a misguided effort that will certainly fail, you have options. One
is to head for the exit. To search for a new position in such circumstances requires some care. Example:
an internal transfer might not really be an exit.
Covert Obstruction in Teams: I
- Some organizational initiatives are funded and progressing, despite opposition. They continue to confront
attempts to deprive them of resources or to limit their progress. When team members covertly obstruct
progress, what techniques do they use?
See also Workplace Politics and Workplace Politics 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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