September 1, 2004	Volume 4, Issue 35
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The Power of Presuppositions

by Rick Brenner

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.

Geoff picked up the last hamachi and ate it. He felt a twinge of guilt — normally he would have offered it to Julie, but he thought she would understand, given what had just happened in the morning meeting. He was right — she didn't even notice. Instead, she set down her teacup and looked at Geoff.

"At least you could've waited until the others left," she said. "Then we would have avoided a scene."

Geoff was exasperated. "What should I have done? Let him call me an ignorant fool? I know this protocol better than anyone in that room!"

Julie sighed. "He didn't call you an ignorant fool. All he said was, 'Have you read the protocol?' He used a presupposition, and you fell for it."

On the surface, "Have you read the protocol?" is an innocent question. But because it presupposes that Geoff displayed ignorance, it's a sneaky way of saying, "You're an ignorant fool."

Presuppositions can
be fair or unfair,
but they are
always powerfulPresuppositions are powerful, because we tend to focus on the outermost layer of meaning, and we overlook the presupposition deep inside. At the normal pace of conversation, the presupposition slides past us, and we get confused about what we really believe.

Here are some tips for dealing with presuppositions[1].

Presuppositions can be fair or unfair

Presuppositions can be fair. For instance, "Does your dog snore?" presupposes that you have a dog. If everyone knows that you have a dog, the presupposition is fair. Fair and ethical presuppositions don't cause trouble.

Unfair presuppositions, like the one Geoff confronted, provide the presupposer an indirect, often unethical, way to attack or manipulate others[2].

Practice noticing presuppositions

To find a presupposition, negate the container and look for any part of the contents that remains invariant. For instance:

Original statement: I'm glad to see that you're no longer feeling so argumentative.

Mirror: I'm not glad to see that you're no longer feeling so argumentative.

The invariant portion, "you're no longer feeling so argumentative," contains the presupposition that "you were once feeling argumentative."

Confronting presuppositions can backfire

When we let presuppositions pass outside our awareness, we usually accept them. If the presupposition is a disguised attack, it can be maddening to hear, and, like Geoff, we feel compelled to confront it.

Even when we do notice presuppositions, confrontational responses tend to backfire. If Geoff had said, "Of course I've read the protocol," or "Read it? I wrote it!" or any other similar challenge, he might have seemed hypersensitive, defensive, or worse.

Pointing out the presupposition sometimes does work

Geoff could have said, "That presupposes that I've said something that suggests ignorance. Tell me what you saw or heard." This response invites the presupposer to make a clear assertion about Geoff's ignorance, which might move the discussion to a more straightforward configuration. No guarantees, of course.

Even though you can't control others, you can control your own tactics. If you tend to use unfair presuppositions — emphasis on if — what can you do instead?  Top    Next Issue

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More articles on Ethics at Work:

You Have to Promise Not to Tell a Soul

You're at lunch with one of your buddies, who's obviously upset. You ask why. "You have to promise not to tell a soul," is the response. You promise. And there the trouble begins.

On Organizational Coups d'Etat

If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.

Ethical Influence: Part I

Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.

Approval Ploys

If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval seekers use to enhance their success rates. Here are some tactics approval seekers use.

Personnel-Sensitive Risks: Part II

Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't discuss them openly, how can we deal with them?

See also Ethics at Work, Effective Communication at Work and Critical Thinking for more related articles.

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