January 2, 2013	Volume 13, Issue 1
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Coercion by Presupposition

by Rick Brenner

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.

Some people use presuppositions to coerce others into accepting responsibilities they don't want or can't fulfill. Here's an example: "Jesse, when can you have this done?" It sounds like an innocent question, and often, it is. But suppose Jesse hasn't yet committed to the task because he's overloaded, as he had politely explained yesterday. And suppose further that the question is asked in a meeting, with colleagues and perhaps Jesse's supervisor looking on (or listening in).

Jesse would be cornered. He would have to choose between acquiescence and contradicting the speaker, and thereby seeming uncooperative. Worse, if he contradicts the speaker, however politely, the speaker might respond with something like, "Whoa, pal, you already committed to doing this. Are you reneging now at this late date?" Some operators might do this even if Jesse had never said or done anything resembling accepting responsibility.

This tactic is difficult to deal with because it contains a presupposition. A swatch of speech or text contains a presupposition if it assumes something, usually implicitly. In the example above, the presupposition is that Jesse has agreed to do the work. (See "The Power of Presuppositions," Point Lookout for September 1, 2004, for more.)

Presuppositions aren't inherently evil. A presupposition can be appropriate when all parties to the exchange are aware of the assumption and agree to it. I call this a Type 1 Presupposition (PS1). But when the recipient of the message is unaware of the presupposition or doesn't agree with it, trouble like Jesse's begins. If the presupposition is inadvertent it's of Type 2 (PS2). If it's intentional, it's Type 3 (PS3).

Here's what you can do about Type 3 presuppositions.

Educate everyone

Ending the use of PS3s begins with learning what they are. Outside the context of any PS3 incident, explain PS3s to others. The word presupposition is familiar to some, but many don't really know what it means.

Recognize PS3s as abuse

PS1s are useful shorthand; PS2s are accidents; PS3s are a We must recognize as abusers any
managers who use presuppositions
to coerce subordinatesform of psychological abuse. We must recognize as abusers any managers who use presuppositions to coerce subordinates.

As a third party, point out presuppositions when they're used

Targets of PS2s and PS3s are vulnerable. Responding safely is difficult. But third party bystanders can respond constructively and forcefully by simply identifying the presupposition. Example: "Wait a minute, I didn't realize Jesse had committed to this task. I'm concerned that he might become overloaded."

One step you can take right away: circulate this message. If your organization harbors operators who use presuppositions as tools of coercion, you'll do a great deal of good by making people aware of the tactic in advance, even if you can't take overt action "in the moment." It's a small step towards eliminating this form of coercion, but it is a step.  Top    Next Issue

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See also Workplace Politics and Emotions at Work for more related articles.

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