In Part I of our exploration of behavioral assessment at work, we examined some relatively innocuous attributes of questions — ambiguity, arcane vocabulary, erroneous assumptions, and inappropriate language. But some people ask questions that are intended to rattle the person questioned, to assess their ability to maintain composure, or to reduce their stature. That is, in a public setting, in a strategy that relies for its effectiveness on ego depletion, the questioner might intend to cause the person questioned to lose composure, leading to regrettably embarrassing behavior, or worse.
Here are some of the hostile approaches in use. As in Part I, we use Alpha as the name of the Asker (a female), and Tango as the name of the Target (a male).
- If the question contains insinuations about others…
- Does Tango defend people in their absence? Does he ask about the details of the insinuation? Is he interested in gossip?
- Does Tango consider all possibilities? Alpha might be trying to discover how Tango handles invitations to gossip. Or perhaps she merely seeks information.
- If it's insulting…
- Does Tango take offense? Or does he ask Alpha whether she is aware of the offense, before enlightening her?
- Alpha might be trying to determine whether, how, or how effectively Tango stands up for himself.
- If it's already been asked repeatedly…
- Is Tango Some people ask questions that
are intended to rattle the person
questioned, to assess their ability
to maintain composure, or to
reduce their statureimpatient? Does he lose control when Alpha repeats the same question in different forms? Or does he ask Alpha what was missing from his previous answers?
- Asking the same question repeatedly, in different forms, can be annoying, because it can indicate distrust, suspicion, or disrespect for Tango's time. How does Tango deal with repetitive questioning?
- If the questioner interrupts repeatedly…
- After Alpha interrupts Tango in mid-response, can Tango resume and smoothly continue his response? Or does he have trouble remembering what he was about to say?
- Mental quickness and excellent short-term memory can be valuable assets. How quick is Tango? How good is his memory? Can he thrive in contention with the sharp minds on this team?
- If the questioner asks four questions at once…
- As Tango responds, can he remember all four questions? This is another test of memory and mental agility.
- Combining this test with repeated interruptions can reveal much about Tango's abilities under pressure, but only if Alpha can keep the four questions straight herself.
- If it's arrogant and condescending
- When Alpha's manner is brusque, condescending, or disrespectful, does Tango address the affront? How? Can he disarm her?
- Knowing Tango's abilities in contentious situations can be useful to Alpha if she must deal with him in the future, whether as friend or foe.
There are no right answers. Much depends on the relationship between Alpha and Tango. But Tango can probably achieve better results by preparing for these situations than he can achieve unprepared. First in this series Top Next Issue
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More articles on Workplace Politics:
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success rate. In this third part of our series on political attacks, we examine the psychological advantages
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that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you
to the risk of retribution. That's why the reporting decision must consider the need for safety.
Forthcoming issues of Point Lookout
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- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.