Dismissive Gestures: Part III
by Rick Brenner
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.
Dismissive gestures are non-verbal putdowns. Popular entertainment propagates them, just as it propagates verbal putdowns. If you become familiar with them, you can recognize them more easily, and then you can think to yourself, "How dramatic of him/her!" or "What a fine imitation of <name-your-favorite-film-role>!"
Doodles by T.D. Lee, created while working with C.N. Yang at Brookhaven National Laboratory. The work led to their receiving the Nobel Prize for Physics in 1957. Not all doodles are dismissive gestures. Photo courtesy Brookhaven National Laboratory.
Here's Part III of a little catalog of dismissive gestures. See "Dismissive Gestures: Part II," Point Lookout for March 28, 2007, for more.
- A snort can say, "What you just said fouled the air, and I must clear my nasal passages before I comment." The "laugh snort" — laughing through your nose — adds extra derision.
- Head bobbling
- Especially when combined with a grimace, and performed while your conversation partner is talking, this means, "Yeah, yeah, yeah, I've heard your nonsense before."
- Hand yapping
- Holding up one hand, making a "C," and then rapidly opening and closing the jaws of the C as if they were the jaws of the speaker, means roughly the same thing as head bobbling.
- Raising one eyebrow
- The eyebrow lift, deftly
executed, can be an
expression of derision
- True experts combine the eyebrow lift with a dip of the countenance, a stern cast of the features, and raising of the eyes, as if looking over the top of eyeglasses. It means, "Come now, you fool, get with the program."
- Failure to return service
- In the volley of conversation, when we sometimes receive the "ball," others expect us to return it. Failure to do so, especially by someone with power, implies disregard for the conversation, and possibly for the conversers. For extra disdain, instead of responding, sit quietly and sip your coffee or tea.
- Turning your back
- This gesture is most effective when performed standing. In a "party" situation — a reception or gathering — the turned back of a person of status or power can be very painful.
- One or both arms forward, with the palm facing the target, in a variation of the "stiff-arm" used by NFL football players, is a way of saying, "Back off, buddy, and let me tell you how it is."
- Playing with workplace toys
- Workplace toys include pens and pencils, paper, rubber bands, and the like. To play with them, we doodle; we fill in the loops of letters such as b, d, p, and e; or we endlessly stretch and relax rubber bands or flick them off into space. Idly playing with workplace toys while someone is speaking can sometimes send a message of distraction or disdain, as, "You're talking, but I want to move on."
Three things to remember. One: when we use dismissive gestures unintentionally, they can still sting. Two: when we feel the sting of someone else's dismissive gesture, it might have been unintentional. And Three: at times, we've all forgotten One and Two. Top Next Issue
For more on gestures of all kinds, take a look at Field Guide to Gestures: How to Identify and Interpret Virtually Every Gesture Known to Man, by Nancy Armstrong and Melissa Wagner. It's complete with full-color illustrations. Order from Amazon.com
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:
- Practice Positive Politics
- Politics is a dirty word at work, as elsewhere. We think of it as purely destructive, often distorting decisions and leading the organization in wrong directions. And sometimes, it does. Politics can be constructive, though, and you can help to make it so.
- Managing Pressure: Communications and Expectations
- Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.
- Coercion by Presupposition
- Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal responsibility for ending it.
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order. It helps us by removing perceptual distortion about what matters most. But it can't help as much with some kinds of perceptual distortion.
- You Can't Control What Other People Think
- Ever think that the world would be a much better place if you could control what other people think? Maybe it would be. And maybe not...
See also Workplace Politics, Effective Communication at Work and Conflict Management for more related articles.
Forthcoming Issues of Point Lookout
- Coming September 2: That Was a Yes-or-No Question: Part 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. Available here and by RSS on September 2.
- And on September 9: Holding Back: Part I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior? Available here and by RSS on September 9.
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