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?
hen we converse, in meetings, in hallways or cramped into those tiny seats in coach class, we sometimes want to change the subject. Or maybe we usually want to change the subject. And sometimes we want to stick to the subject, when someone else doesn't. Here's Part I of a catalog of tactics we use to change the subject, and some tactics for preventing the change.
Ignoring (or pretending not to hear) what your partner said
A can of sardines — what many of us feel like on board a modern airliner. Recently, Airbus reportedly studied a "Standing Room" class in which passengers would be strapped into standing racks.
When you have the "conversational ball," people assume that you'll continue with the current thread. Pretending to be unaware of the thread frees you to change the subject. This is especially useful when the latest contribution was an uncomfortable question.
Sometimes, when people haven't yet agreed on the subject, this tactic is actually a way of negotiating the subject. It's also used in reactive mode, to resist the attempts of others to change the subject.
When the distribution of power among the participants is fairly uniform, you can defeat this tactic by politely but firmly repeating what was apparently missed. Humor helps. But when your partner has a power advantage, resisting can be risky, because your partner almost certainly has more effective tools available.
Distractions
Offers of food or drink — one of many distraction tactics — are sometimes used to divert a partner who has targeted a weakness, or to break a partner's momentum. Other useful distractions:
Pretending to receive a mobile phone call. Most people assume that someone who suddenly answers a mobile phone that wasn't "ringing," is answering a phone that had been set to "vibrate." But that's an assumption. The call might be real — or not.
Summoning a server. This distraction is useful in restaurants, at parties, waiting for parking attendants, or whenever servers are present.
If your attention is required by the distraction, as it might be in the case of a summoned waiter, waitress or wine steward, resisting the distraction can appear to be rude. Nevertheless, try to maintain your hold on the conversational thread. When the distraction ends, steer the conversation back to your topic of choice.
Mutual agreement
Sometimes, we seek a change of subject by mutual agreement. This is an important Offers of food or drink are sometimes nothing more than diversionspart of orderly discourse. The key phrases to use are permission-seeking: "Can we look at something else for a moment?" or "I have another matter I'd like to discuss..."
Changing subjects by agreement can be (paradoxically) contentious, especially if the parties have an asymmetric power relationship, when the "agreement" is achieved by implicit coercion.
But whether or not coercion is involved, it's usually wise to accede to the request — if you ever want others to honor your own requests.
Turns out that this subject is too big for one edition. So I'll stay with this subject next time. TopNext Issue
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hen we converse, in meetings, in hallways or cramped into those tiny seats in coach class, we sometimes want to change the subject. Or maybe we usually want to change the subject. And sometimes we want to stick to the subject, when someone else doesn't. Here's Part I of a catalog of tactics we use to change the subject, and some tactics for preventing the change.
Top 
Next IssueAre 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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Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008! Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
