November 15, 2006	Volume 6, Issue 46
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Nasty Questions: Part II

by Rick Brenner

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.

any questions we ask each other in meetings or email are asked not to elicit information, but to "ding" each other. Here's part two of a little catalog of nasty questions. See "Nasty Questions: Part I," Point Lookout for November 8, 2006, for more.

Pressure tactics

Questioners sometimes want to pressure the respondent. For example, just as the respondent begins an answer to a difficult question, the questioner can interrupt with "What's the short answer?" or "We've got a long agenda here…"

The questioner's purpose is to make it easier to attack the respondent's answer. Responding to pressure tactics can be tricky, but since everyone knows what's going on, a powerful response to the how-long-will-this-take question might be "It depends on what quality of answer you want."

Cheap shots

When someone proposes an alternative solution to a difficult problem, it's a cheap shot to ask, "How much will that cost?" or "How long will that take?" The questioner (and almost anyone) can guess that cheap shots will have embarrassing answers or no answers at all. That's what makes cheap shots cheap.

Cheap shots are supposed to demonstrate weaknesses indirectly. It's usually best to respond honestly. For instance, "We don't know that yet, of course. Would you like an estimate by Friday?" Anybody can guess
that cheap-shot questions
will have embarrassing
answers. That's what makes
cheap shots cheap.

Hoping for a shortcut

Here the questioner hopes the response will be acceptable, and more direct tactics will be unnecessary. For instance, after discussing acceptable resource levels (in effect, supplying the "right answer"), asking what resources are needed might just elicit an acceptable response.

Truth is your best ally. When asked for estimates on the spot, it's best to supply them with appropriate confidence levels: "Just as a guess, I'd say 100 person weeks plus or minus 50%. I can get you a better estimate by Friday."

Trap construction

In a sequence of seemingly unrelated questions, with perhaps some truly irrelevant questions thrown in, the questioner lays a trap that constrains the respondent's answers to the "trap question."

This technique relies on the desire of most of us to be consistent, and our wish to avoid backtracking or correcting previous responses. Trap construction questions that contain presuppositions[1] that conflict with the hypotheses of the trap question are especially effective. If you get trapped, look for presuppositions, and be willing to backtrack or be inconsistent.

Zingers

Usually asked publicly, zingers are vehicles for reminding bystanders of past infractions, or weaknesses of or accusations against the target. Example: "Weren't you the project manager for that Disaster last year?"

Most people know what's really going on. Such questions (and likely, the questioner) are toxic to the organization. Choose whether or not to respond — a silent smile might be enough.

You might be wondering how to keep people from asking nasty questions. Try posting these articles. But the most effective tactic is to avoid asking them yourself.  Top    Next Issue

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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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More articles on Workplace Politics:

Illegal Dumping

To solve problems, we change existing policies or processes, or we create new ones. We try to make things better and sometimes we actually succeed. More often, we create new problems — typically, for someone else.

Plopping

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?

There Are No Micromanagers

If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.

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.

When Leaders Fight

Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?

See also Workplace Politics, Effective Communication at Work and Conflict Management for more related articles.

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Public seminars

Person-to-Person Communication for Project Managers

When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here are some upcoming dates for this program:

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The Race to the South Pole: The Power of Agile Development

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. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's an upcoming date for this program:

• Download to
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Human-Centered Risk Management

Most of us can assess technological risks, but risks related to human behavior tend to resist our best efforts. This session provides a framework for evaluating risks related to the behavior of individuals, teams, organizations and people generally. Human-centered risk differs from technological or market risk, because objective evaluation requires acknowledging personal and organizational limitations and failures. Since some of those limitations and failures might apply to the people assessing the risks, or to their superiors, there's a tendency to deny them or to explain them away. Our approach examines capability, organization, context, risk mitigation, and workplace politics. It has tools for guiding the assessment and management of human-centered risk, and we show how to extend these tools to suit your situation. You'll learn how to identify sources of risk in human behavior; recognize systemic and individual barriers to acknowledging risk; assess the effects of organizational turbulence; determine the risk associated with inappropriate internal risk transfer; estimate the effects of team dysfunction, toxic conflict and turnover; and measure the impact of workplace politics. Read more about this program. Here's an upcoming date for this program:

• Download to
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The Race to the South Pole: Ten Lessons for Project Managers

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:

• Columbia, Missouri: May 17, Full-Day Workshop, Mid Missouri Chapter of the Project Management Institute.
   

Project Management in Fluid Environments

Most people now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know what's coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help project managers who work in fluid environments. Read more about this program. Here's an upcoming date for this program:

• Columbia, Missouri: May 17, Monthly Meeting, Mid Missouri Chapter of the Project Management Institute.
   

The Politics of Meetings for People Who Hate Politics

There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program:

• Rochester, New York: May 24, Professional Development Day, Rochester Chapter of the Project Management Institute.