- Coming September 26: Congruent Decision-Making: I
- Decision-makers who rely on incomplete or biased information are more likely to make faulty decisions. Congruent decision-making can limit the incidence of bad decisions. Available here and by RSS on September 26.
- And on October 3: Congruent Decision-Making: II
- Decision-makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit. Available here and by RSS on October 3.
Other topical archives:
September 19, 2018
- Columbo Tactics: II
- This is Part II of a series showing how the less powerful can adapt the tactics of TV detective Lt. Columbo when they're interacting with the more powerful.
September 12, 2018
- 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.
September 5, 2018
- Columbo Strategy
- A late 20th-century television detective named Columbo had a unique approach to cracking murder cases. His method is just as effective at work when the less powerful must deal with the powerful.
August 29, 2018
- Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you.
July 18, 2018
- High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call "high falutin' goofy talk." We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid.
July 11, 2018
- 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.
July 4, 2018
- 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 interrupting the speaker in situations not addressed by the meeting's formal process.
June 27, 2018
- Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely?
June 13, 2018
- Chronic Peer Interrupters: III
- People who habitually interrupt others in meetings must be fairly common, because I'm often asked about what to do about them. And you can find lots of tips on the Web, too. Some tips work well, some generally don't. Here are my thoughts about four more.
June 6, 2018
- Chronic Peer Interrupters: II
- People use a variety of tactics when they're interrupted while making contributions in meetings. Some tactics work well, while others carry risks of their own. Here's Part II of a little survey of those tactics.
May 30, 2018
- Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters?
March 28, 2018
- Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks.
March 21, 2018
- Four Overlooked Email Risks: I
- Working together to resolve issues or make decisions in email is fraught with risk. Most discussions of these risks emphasize using etiquette to manage emotional content. But email has other limitations, less-often discussed, that make managing email exchanges very difficult.
January 17, 2018
- High Falutin' Goofy Talk: II
- Speech and writing at work are sometimes little more than high falutin' goofy talk, filled with puff phrases of unknown meaning and pretentious, tired images. Here's Part II of a collection of phrases and images to avoid.
December 20, 2017
- Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.
December 13, 2017
- Reframing Revision Resentment: II
- When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful.
December 6, 2017
- Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden.
September 20, 2017
- Comfort Zone Discomfort
- The phrase "comfort zone" is a metaphor that can distort how we think about situations in which we feel comfortable and confident. Here are four examples illustrating how the metaphor distorts our thinking.
August 30, 2017
- They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others.
July 12, 2017
- Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors.
June 21, 2017
- Anticipate Counter-Communication
- Effective communication enables two parties to collaborate. Counter-communication is information provided by a third party that contradicts the basis of agreements or undermines that collaboration.
May 3, 2017
- Start the Meeting with a Check-In
- Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed.
April 26, 2017
- Why Dogs Make the Best Teammates
- Dogs make great teammates. It's in their constitutions. We can learn a lot from dogs about being good teammates.
April 19, 2017
- Naming Ideas
- Participants in group discussions sometimes reference each other's contributions using the contributor's name. This risks offending the contributor or others who believe the idea is theirs. Naming ideas is less risky.
April 12, 2017
- How to Listen to Someone Who's Dead Wrong
- Sometimes we must listen attentively to someone with whom we strongly disagree. The urge to interrupt can be overpowering. How can we maintain enough self-control to really listen?
April 5, 2017
- Listening to Ramblers
- Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility and decorum?
November 16, 2016
- The Paradox of Carefully Chosen Words
- When we take special care in choosing our words, so as to avoid creating misimpressions, something strange often happens: we create a misimpression of ignorance or deceitfulness. Why does this happen?
August 3, 2016
- The Passion-Professionalism Paradox
- Changing the direction of a group or a company requires passion and professionalism, two attributes often in tension. Here's one possible way to resolve that tension.
July 13, 2016
- Cognitive Biases and Influence: II
- Most advice about influencing others offers intentional tactics. Yet, the techniques we actually use are often unintentional, and we're therefore unaware of them. Among these are tactics exploiting cognitive biases.
July 6, 2016
- Cognitive Biases and Influence: I
- The techniques of influence include inadvertent — and not-so-inadvertent — uses of cognitive biases. They are one way we lead each other to accept or decide things that rationality cannot support.
February 17, 2016
- Conversation Despots
- Some people insist that conversations reach their personally favored conclusions, no matter what others want. Here are some of their tactics.
September 2, 2015
- That Was a Yes-or-No Question: II
- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no trap.
August 26, 2015
- 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?
August 19, 2015
- When the Answer Isn't the Point: II
- Sometimes, when we ask questions, we're more interested in eliciting behavior from the person questioned, rather than answers. Here's Part II of a set of techniques questioners use when the answer to the question wasn't the point of asking.
August 12, 2015
- When the Answer Isn't the Point: I
- When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking.
July 8, 2015
- Ethical Debate at Work: I
- When we decide issues at work on any basis other than the merits, we elevate the chances of making bad decisions. Here are some guidelines for ethical debate.
March 18, 2015
- Suspense Is Not Your Friend
- Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes we must convey information that can be complicated when delivered in full detail. To convey complicated ideas effectively, avoid suspense.
January 28, 2015
- The Limits of Status Reports: II
- We aren't completely free to specify the content or frequency of status reports from the people who write them. There are limits on both. Here's Part II of an exploration of those limits.
January 21, 2015
- The Limits of Status Reports: I
- Some people erroneously believe that they can request status reports as often as they like, and including any level of detail they deem necessary. Not so.
June 11, 2014
- Exasperation Generators: Irrelevant Detail
- When people relate stories at work, what seems important to one person can feel irrelevant to someone else. Being subjected to one irrelevant detail after another can be as exasperating as being told repeatedly to get to the point. How can we find a balance?
May 28, 2014
- Exasperation Generators: Opaque Metaphors
- Most people don't mind going to meetings. They don't even mind coming back from them. It's being in meetings that can be so exasperating. What can we do about this?
December 4, 2013
- Some Truths About Lies: IV
- Extended interviews provide multiple opportunities for detecting lies by people intent on deception. Here's Part IV of our little collection of lie detection techniques.
November 27, 2013
- Some Truths About Lies: III
- Detecting lies by someone intent on misrepresentation is an important skill for executives, managers, project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III of our little collection of lie detection techniques.
November 6, 2013
- Twelve Tips for More Masterful Virtual Presentations: II
- Virtual presentations are unlike face-to-face presentations, because in the virtual environment, we're competing for audience attention against unanticipated distractions. Here's Part II of a collection of tips for masterful virtual presentations.
October 30, 2013
- Twelve Tips for More Masterful Virtual Presentations: I
- Virtual presentations are like face-to-face presentations, in that one (or a few) people present a program to an audience. But the similarity ends there. In the virtual environment, we have to adapt if we want to deliver a message effectively. We must learn to be captivating.
August 7, 2013
- Virtual Meetings: Dealing with Inattention
- There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.
July 31, 2013
- Virtual Meetings: Indicators of Inattention
- If you've ever led a virtual meeting, you're probably familiar with the feeling that some attendees are doing something else. Here are some indicators of inattention.
May 22, 2013
- Embolalia and Stuff Like That: II
- Continuing our exploration of embolalia — filler syllables, filler words, and filler phrases — let us examine the more complex forms. Some of them are so complex that they appear to be actual content, even when what they contain is little more than "um."
May 15, 2013
- Embolalia and Stuff Like That: I
- When we address others, we sometimes use filler — so-called automatic speech or embolalia — without thinking. Examples are "uh," "um," and "er," but there are more complex forms, too. Embolalia are usually harmless, if mildly annoying to some. But sometimes they can be damaging.
February 20, 2013
- On Badly Written Email
- Even those who aren't great writers do occasionally write clearly, just by chance. But there are some who consistently produce unintelligible email messages. Why does this happen?
February 13, 2013
- Preventing the Hurt of Hurtful Dismissiveness
- When we use the hurtfully dismissive remarks of others to make ourselves feel bad, there are techniques for recovering relatively quickly. But we can also learn to respond to these remarks altogether differently. When we do that, recovery is unnecessary.
February 6, 2013
- Reframing Hurtful Dismissiveness
- Targets of dismissive remarks often feel that their concerns are being judged as unimportant, which can be painful when their concerns are real. But there is an alternative to pain. It requires a little skill and discipline, but it can work.
January 30, 2013
- Recognizing Hurtful Dismissiveness
- "Never mind" can mean anything from "Excuse me, I'm sorry," to, "You lame idiot, it's beyond you," and more. The former is apologetic and courteous. The latter is dismissive and hurtful. We have dozens of verbal tactics for hurting each other dismissively. How can we recognize them?
January 16, 2013
- The Problem of Work Life Balance
- When we consider the problem of work life balance, we're at a disadvantage from the start. The term itself is part of the problem.
December 5, 2012
- When Over-Delivering Makes Trouble
- When responding to inquiries such as "Is that correct?" we sometimes err by giving too many reasons why it's incorrect. Patterns of over-delivery can lead to serious trouble. Here's how.
November 21, 2012
- On Facilitation Suggestions from Meeting Participants
- Team leaders often facilitate their own meetings, and although there are problems associated with that dual role, it's so familiar that it works well enough, most of the time. Less widely understood are the problems that arise when other meeting participants make facilitation suggestions.
September 26, 2012
- Getting Into the Conversation
- In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities to contribute. The story is rather different for many meetings, where getting into the conversation can be challenging for some.
April 25, 2012
- Communication Refactoring in Organizations
- Inadequate communication between units of large organizations is one factor that maintains the dysfunction of "silo" structures in large organizations, limiting their ability to act coherently. Communication refactoring can help large organizations to see themselves as wholes.
February 1, 2012
- Social Transactions: We're Doing It My Way
- We have choices about how we conduct social transactions — greetings, partings, opening doors, and so on. Some transactions require that we collaborate with others. In social transactions, how do we decide whose preferences rule?
March 2, 2011
- Publish an Internal Newsletter
- If you're responsible for an organizational effort with many stakeholders, communicating with them is important to success. Publishing an internal newsletter is a great way to keep them informed.
December 1, 2010
- How to Misunderstand Somebody Else
- Misunderstandings are commonplace at work, as in most of the rest of Life. At work, they might be even more commonplace, because at work it sometimes seems that people are actually trying to misunderstand. Here's a handy guide for those who want to get better at misunderstanding others.
September 23, 2009
- The Ups and Downs of American Handshakes: II
- Where the handshake is a customary business greeting, it's possible to offend accidentally. Here's Part II of a set of guidelines for handshakes in the USA.
September 16, 2009
- The Ups and Downs of American Handshakes: I
- In much of the world, the handshake is a customary business greeting. It seems so simple, but its nuances can send signals we don't intend. Here are some of the details of handshakes in the USA.
August 12, 2009
- Long-Loop Conversations: Anticipation
- In virtual or global teams, conversations are sources of risk to the collaboration. Because the closed-loop response time for exchanges can be a day or more, long-loop conversations generate misunderstanding, toxic conflict, errors, delays, and rework. One strategy for controlling these phenomena is anticipation.
June 24, 2009
- Long-Loop Conversations: Clearing the Fog
- In virtual or global teams, conversations can be long, painful affairs. Settling issues and clearing misunderstandings can take weeks instead of days, or days instead of hours. Here are some techniques that ease the way to mutual agreement and understanding.
June 10, 2009
- Long-Loop Conversations: Asking Questions
- In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple question can take a day or more. And when the response finally arrives, it's often just another question. Here are some suggestions for framing questions that are clear enough to get answers quickly.
March 11, 2009
- Masked Messages
- Sometimes what we say to each other isn't what we really mean. We mask the messages, or we form them into what are usually positive structures, to make them appear to be something less malicious than they are. Here are some examples of masked messages.
January 14, 2009
- Asking Clarifying Questions
- In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?
October 1, 2008
- How to Eliminate Meetings
- Reducing the length and frequency of meetings is the holy grail of organizational science. I've attended many meetings on this topic, most of which have come to naught. Here are some radical ideas that could change our lives.
June 11, 2008
- Inbox Bloat Recovery
- If you have more than ten days of messages in your inbox, you probably consider it to be bloated. If it's been bloated for a while, you probably want to clear it, but you've tried many times, and you can't. Here are some effective suggestions.
June 4, 2008
- Virtual Presentations
- Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations, often augmented with video or graphics. Delivering these virtual presentations effectively requires an approach tailored to the medium.
May 7, 2008
- Ending Conversations
- At times, we need to end the current conversation. It's going nowhere, or we have something important to do, or we just don't want to deal with the other person. Here are some suggestions for ending conversations.
April 30, 2008
- Bemused Detachment
- Much of the difficulty between people at work is avoidable if only we can find ways to slow down our responses to each other. When we hurry, we react without thinking. Here's a suggestion for increasing comity by slowing down.
March 5, 2008
- What, Why, and How
- When solving problems, groups frequently get stuck in circular debate. Positions harden even before the issue is clear. Here's a framework for exploration that can sharpen thinking and focus the group.
February 13, 2008
- Communication Templates: II
- Communication templates are patterns that are so widely used that once identified, nearly everyone recognizes them. In this Part II we consider some of the more toxic — less innocuous — communication templates.
February 6, 2008
- Communication Templates: I
- Some communication patterns are so widely used that nearly everyone in a given cultural group knows them. These templates demand certain prescribed responses, and societal norms enforce them. In themselves, they're harmless, but there are risks.
January 9, 2008
- Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right, or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some thoughts to help you kick the habit.
January 2, 2008
- Our Last Meeting Together
- You can find lots of tips for making meetings more effective — many at my own Web site. Most are directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
December 12, 2007
- What We Don't Know About Each Other
- We know a lot about our co-workers, but we don't know everything. And since we don't know what we don't know, we sometimes forget that we don't know it. And then the trouble begins.
August 8, 2007
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
May 9, 2007
- Have a Program, Not Just an Agenda
- In the modern organization, it's common to have meetings in which some people have never met — and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need a program.
April 25, 2007
- When Stress Strikes
- Most of what we know about person-to-person communication applies when levels of stress are low. But when stress is high, as it is in emergencies, we're more likely to make mistakes. Knowing those mistakes in advance can be helpful in avoiding them.
April 11, 2007
- Troublesome Terminology
- The terms we use at work to talk about practices, policies, and procedures are serviceable, for the most part. But some of them carry connotations and hidden messages that undermine our larger purposes.
April 4, 2007
- Dismissive Gestures: III
- Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.
March 28, 2007
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've developed a variety of alternatives, including a class I call "dismissive gestures." They hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog of dismissive gestures.
March 21, 2007
- Dismissive Gestures: I
- Humans are nothing if not inventive. In the modern organization, where verbal insults are deprecated, we've developed hundreds of ways to insult each other silently (or nearly so). Here's part one of a catalog of non-verbal insults.
February 28, 2007
- Changing the Subject: II
- Sometimes, in conversation, we must change the subject, but we also do it to dominate, manipulate, or assert power. Subject changing — and controlling its use — can be important political skills.
February 21, 2007
- Changing the Subject: I
- Whether in small group discussions, large meetings, or chats between friends, changing the subject of the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary, devious, or outright malicious. What techniques do we use to change the subject, and how can we cope with them?
February 14, 2007
- Achieving Goals: Inspiring Passion and Action
- Achieving your goals requires both passion and action. Knowing when to emphasize passion and when to emphasize action are the keys to managing yourself, or others, toward achievement.
January 17, 2007
- 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.
January 10, 2007
- When Fear Takes Hold
- Leading an organization through a rough patch, we sometimes devise solutions that are elegant, but counterintuitive or difficult to explain. Even when they would almost certainly work, a simpler fix might be more effective.
November 29, 2006
- The True Costs of Indirectness
- Indirect communications are veiled, ambiguous, excessively diplomatic, or conveyed to people other than the actual target. We often use indirectness to avoid confrontation or to avoid dealing with conflict. It can be an expensive practice.
November 15, 2006
- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information. Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part two of a catalog of some favorite tactics.
November 8, 2006
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather, they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's political agenda. Here's part one a catalog of some favorite tactics.
August 30, 2006
- Peek-a-Boo and Leadership
- Great leaders know what to say, what not to say, and when to say or not say it, sometimes with stunning effect. Consistently effective leadership requires superior empathy skills. Here are some things to do to improve your empathy skills.
June 28, 2006
- Presenting to Persuade
- Successful, persuasive presentations involve a whole lot more than PowerPoint skills. What does it take to present persuasively, with power?
June 7, 2006
- If Only I Had Known: II
- Ever had one of those forehead-slapping moments when someone explained something, or you suddenly realized something? They usually involve some idea or insight that would have saved you much pain, trouble, and heartache, if only you had known.
May 31, 2006
- If Only I Had Known: I
- Have you ever regretted saying something that you wouldn't have said if only you had known just one more little fact? Yeah, me too. We all have. Here are some tips for dealing with this sticky situation.
May 3, 2006
- Deliver the Headline First
- When we deliver news at work — status, events, personnel changes, whatever — we sometimes frame it in a story line format. We start at the beginning and we gradually work up to the point. That might be the right way to deliver good news, but for everything else, especially bad news, deliver the headline first, and then offer the details.
April 12, 2006
- When You Aren't Supposed to Say: III
- Most of us have information that's "company confidential," or even more sensitive than that. Sometimes people who want to know what we know try to suspend our ability to think critically. Here are some of their techniques.
April 5, 2006
- When You Aren't Supposed to Say: II
- Most of us have information that's "company confidential," or possibly even more sensitive than that. Sometimes people who try to extract that information use techniques based on misdirection. Here are some of them.
March 29, 2006
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive than that. When we encounter individuals who try to extract that information, we're better able to protect it if we know their techniques.
March 8, 2006
- Interviewing the Willing: Tactics
- When we need information from each other, even when the source is willing, we sometimes fail to expose critical facts. Here are some tactics for eliciting information from the willing.
March 1, 2006
- Interviewing the Willing: Strategy
- At times, we need information from each other. For example, we want to learn about how someone approached a similar problem, or we must interview someone about system requirements. Yet, even when the source is willing, we sometimes fail to expose critical facts. How can we elicit information from the willing more effectively?
January 4, 2006
- The Uses of Empathy
- Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good and for ill. What is empathy? How is it relevant at work?
September 7, 2005
- Mastering Q and A
- The question-and-answer exchanges that occur during or after presentations rarely add much to the overall effort. But how you deal with questions can be a decisive factor in how your audience evaluates you and your message.
August 24, 2005
- Dealing with Condescension
- Condescending remarks hurt. When we feel that pain, we often feel the urge to retaliate, even when retaliation might not be appropriate. Our responses are more effective when we understand where condescending remarks come from.
August 17, 2005
- Controlling Condescension
- Condescension is one reason why healthy conflict becomes destructive. It's a conversational technique that many use without thinking, and others use with aggressive intention. Either way, it can hurt everyone involved.
May 25, 2005
- An Agenda for Agendas
- Most of us believe that the foundation of a well-run meeting is a well-formed agenda. What makes a "well-formed" agenda? How can we write and manage agendas to make meetings successful?
May 18, 2005
- Irrational Self-Interest
- When we try to influence others, especially large groups or entire companies, we sometimes create packages of incentives and disincentives that are intended to affect behavior. These strategies usually assume that people make choices on rational grounds. Is this assumption valid?
May 4, 2005
- Email Antics: IV
- Nearly everyone I know complains that email is a real time waster. Yet much of the problem results from our own actions. Here's Part IV of a little catalog of things we do that help waste our time.
April 27, 2005
- Questioning Questions
- In meetings and other workplace discussions, questioning is a common form of conversational contribution. Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
April 13, 2005
- Shining Some Light on "Going Dark"
- If you're a project manager, and a team member "goes dark" — disappears or refuses to report how things are going — project risks escalate dramatically. Getting current status becomes a top priority problem. What can you do?
April 6, 2005
- Email Ethics
- Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new technology arrives, explicitly extending the ethical code seems necessary — no matter how civil the society. And so it is with email.
March 30, 2005
- See No Evil
- When teams share information among themselves, they have their best opportunity to reach peak performance. And when some information is withheld within an elite group, the team faces unique risks.
March 23, 2005
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the message that you actually did hear.
February 9, 2005
- Virtual Communications: III
- Participating in or managing a virtual team presents special communications challenges. Here's Part III of some guidelines for communicating with members of virtual teams.
February 2, 2005
- Virtual Communications: II
- Participating in or managing a virtual team presents special communications challenges. Here's Part II of some guidelines for communicating with members of virtual teams.
January 26, 2005
- Virtual Communications: I
- Participating in or managing a virtual team presents special communications challenges. Here are some guidelines for communicating with members of virtual teams.
December 29, 2004
- When we take time to express to others our appreciation for what they do for us, a magical thing happens.
November 10, 2004
- The Fine Art of Quibbling
- We usually think of quibbling as an innocent swan dive into unnecessary detail, like calculating shares of a lunch check to the nearest cent. In debate about substantive issues, a detour into quibbling can be far more threatening — it can indicate much deeper problems.
October 6, 2004
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself to deal with them, can keep you out of trouble and make you more effective and influential.
September 15, 2004
- Begging the Question
- Begging the question is a common, usually undetected, rhetorical fallacy. It leads to unsupported conclusions and painful places we just can't live with. What can we do when it happens?
September 1, 2004
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used, know how to detect them, and know how to respond.
August 4, 2004
- Some Truths About Lies: I
- However ethical you might be, you can't control the ethics of others. Can you tell when someone knowingly tries to mislead you? Here's Part I of a catalog of techniques misleaders use.
July 7, 2004
- Believe It or Else
- When we use threats and intimidation to win debates or agreement, we lay a flimsy foundation for future action. Using fear may win the point, but little more.
June 30, 2004
- Selling Uphill: The Pitch
- Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have some kind of power over you. What do they look for? What are the key elements of an effective pitch? What does it take to Persuade Power?
June 23, 2004
- Selling Uphill: Before and After
- Whether you're a CEO appealing to your Board of Directors, your stockholders or regulators, or a project champion appealing to a senior manager, you have to "sell uphill" from time to time. Persuading decision-makers who have some kind of power over us is a challenging task. How can we prepare the way for success now and in the future?
April 14, 2004
- When we steer the discussion away from issues to attack the credibility, motives, or character of our debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical, and it leads to bad, expensive decisions that we'll probably regret.
February 11, 2004
- Decision-Making and the Straw Man
- In project work, we often make decisions with incomplete information. Sometimes we narrow the options to a few, examine their strengths and risks, and make a choice. In our deliberations, some advocates use a technique called the Straw Man fallacy. It threatens the soundness of the decision, and its use is very common.
November 19, 2003
- Encourage Truth Telling
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant reports, especially when the implications are uncomfortable or threatening. A culture that supports truth telling can be an organization's most valuable asset.
November 5, 2003
- Why Dogs Wag Their Tails
- If you've ever known a particular dog at all well, you've probably been amazed at how easy it is to guess a dog's mood, even though dogs can't speak. Perhaps what's more amazing is that it's so difficult to guess a person's mood, even though humans can speak.
October 22, 2003
- When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?
August 13, 2003
- Beyond WIIFM
- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be toxic to an organization. There's a much healthier approach that provides a competitive advantage to organizations that use it.
July 9, 2003
- Corrosive Buts
- When we discuss what we care deeply about, and when we differ, the word "but" can lead us into destructive conflict. Such a little word, yet so corrosive. Why? What can we do instead?
April 2, 2003
- Feedback Fumbles
- "Would you like some feedback on that?" Uh-oh, you think, absolutely not. But if you're like many of us, your response is something like, "Sure, I'd be very interested in your thoughts." Why is giving and receiving feedback so difficult?
March 26, 2003
- There Is No Rumor Mill
- Rumors about organizational intentions or expectations can depress productivity. Even when they're factually false, rumors can be so powerful that they sometimes produce the results they predict. How can we manage organizational rumors?
February 5, 2003
- You and I
- In tense discussions, the language we use often contributes to the tension. If we can transform the statements we make about each other into statements about ourselves, we can eliminate an important source of tension and stress.
January 29, 2003
- Discussus Interruptus
- You're chairing a meeting, and to your dismay, things get out of hand. People interrupt each other so often that nobody can complete a thought, and some people dominate the meeting. What can you do?
January 22, 2003
- Let Me Finish, Please
- We use meetings to exchange information and to explore complex issues. In open discussion, we tend to interrupt each other. Interruptions can be disruptive, distracting, funny, essential, and frustratingly common. What can we do to limit interruptions without depriving ourselves of their benefits?
January 1, 2003
- Saying No
- When we have to say "no" to customers or to people in power, we're often tempted to placate with a "yes." There's a better way: learn how to say "no" in a way that moves the group toward joint problem solving.
November 13, 2002
- High Falutin' Goofy Talk
- Business speech and business writing are sometimes little more than high falutin' goofy talk, filled with pretentious, overused images and puff phrases of unknown meaning. Here are some phrases that are so common that we barely notice them.
October 30, 2002
- Manipulated Commitments
- Manipulated or coerced commitment looks pretty good on paper, but it might not lead to dedicated action. When the truth is finally revealed, trouble can be unavoidable.
October 9, 2002
- When Naming Hurts
- One of our great strengths as Humans is our ability to name things. Naming empowers us by helping us think about and communicate complex ideas. But naming has a dark side, too. We use naming to oversimplify, to denigrate, to disempower, and even to dehumanize. When we abuse this tool, we hurt our companies, our colleagues, and ourselves.
April 24, 2002
- 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.
March 13, 2002
- When It Really Counts, Be Positive
- When we express our ideas, we can usually choose between a positive construction and a negative one. We can advocate for one path, or against another. Even though these choices have nearly identical literal meanings, positive constructions are safer in tense situations.
November 28, 2001
- Dangerous Phrases
- I recently upgraded my email program to a new version that "monitors messages for offensive text." It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend to set people off. Here's a little catalog.
March 28, 2001
- The Slippery Slope That Isn't
- "If we promote you, we'll have to promote all of them, too." This "slippery-slope" tactic for winning debates works by exploiting our fears. Another in a series about rhetorical tricks that push our buttons.
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