January 10, 2001	Volume 1, Issue 2
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Dealing with Implied Accusations

by Rick Brenner

Some people use rhetorical tricks that push our buttons, which makes choosing wisely difficult. Implied accusations make us defensive, which is almost always a bad place to be. What other choices do we have?

s Tim listed the people who would be on the committee, Cora expected to hear her name. When she didn't, she was stunned. She somehow got through the rest of the meeting without revealing the storm brewing inside her, and lingered at the end to talk to Tim. "I noticed," she said.

"I though you might. Let's walk back to my office."

Fortunately, it was a short walk. They entered Tim's office, he closed the door, and they sat.

"Part of the problem is that you give the impression that you think that Marigold will fail," he began.

"It will, if we don't replace Bellamy and…" He stopped her.

"Hear me out. There's more. I actually want that viewpoint represented, but I have concerns about how you would go about it. I'll include you on three conditions. First, that we don't go into it with an assumption of failure. Second, that our conversations are two-way with feedback possible on both sides. And finally, that all ideas are listened to and if an idea is deemed unworkable or unusable, that perspective is not a reflection on the person. We move on and get the job done without holding grudges, or clamming up."

Cora sat silently, stung.

Tim's three conditions subtly attacked Cora without directly confronting her with an issue. If she accepted the conditions, she might have seemed to be admitting fault. And if she confronted Tim, she might have seemed defensive, which would have strengthened the third implied accusation. Here are the three implied accusations.

Failure

Cora believes that the project will fail.

Feedback Defending
against
implied
accusations
is a
losing
strategy

The word "two-way" suggests that there has been some "one-way" feedback. Tim is suggesting that Cora would insist on "one-way" feedback — presumably from Cora to Tim.

Grudges

Though Cora and Tim had had differences of opinion, there had been no grudges or "clamming up," no attacks or "reflections," but Tim was accusing Cora of all these things. This accusation protects the attack that lies within the message itself. By attacking Cora for attacking, Tim might be trying to constrain her not to expose his tactics.

Fortunately, Cora could choose not to participate. The next day, after much deep thought, she told Tim:

"I certainly don't believe that Marigold will fail. I don't know what I might have said that you might have used to conclude that, but I do not believe that it will fail. The committee has my full support. And given the obvious difficulty that we have communicating, I think it best that I not participate for the time being.

"I do hear you though, and I find your three requirements completely reasonable for anyone on any team. I'm open to finding whatever new is needed so that we might have more choices together in the future, and as time passes, I guess we'll see what happens."

Since full participation on the committee wasn't a real option, Cora reasoned that giving it up cost her nothing. By bowing out, she chose the high road. Within an hour Tim phoned her, seeking to work out their "communication problem" using a third party mediator.

Implied accusations make us defensive, which is almost always a bad place to be. Instead of defending, look for an unexpected response that puts you on the high ground — always a more comfortable place to be. And the view is better, too.  Top    Next Issue

Implied accusations can also come in the form of questions. See "Nasty Questions: Part I," Point Lookout for November 8, 2006, for more.

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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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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

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