Ellen held up her hand, palm facing Jim. He stopped talking. She rose, walked to her door, and closed it. The conversation would probably get a little tricky, and she wanted privacy. She returned to her chair and sat.
"He'll probably ask when you'll get things back in control," she said.
"But they're in control now," Jim replied. "Oh," he continued, "the loaded question."
Ellen has just reminded Jim of a tactic he might face in an upcoming meeting — the loaded question. It's one of many nasty questions we ask each other, not to elicit information, but to gain advantage. Here's part one of a little catalog of nasty questions.
- Ambush questions
- Asked in public, either by email or by voice, in meetings or telemeetings, this is a pressure tactic, designed to place the target in a compromising position in the view of others. See "The Tweaking CC," Point Lookout for February 7, 2001, for more.
- Preparation helps, but be willing to try the "reverse ambush." Leave out some important information, and when a would-be attacker tries to ambush you about it, you'll be ready.
- Leading questions
- Leading questions contain instructions as to the "correct" answer. For instance, "You'll get your monthly report to me on time this month, won't you?" is a leading question, while "When will you get me your report this month?" is open-ended.
- Leading questions are especially useful to the questioner when the questioner has organizational power over the target. But unless the "correct" answer is a fit, give an "incorrect" answer. See "Saying No: A Tutorial for Project Managers" for more.
- Loaded questions
- The loaded question
contains a presupposition
to which the target
probably wouldn't agree
- Loaded questions contain presuppositions to which the respondent probably wouldn't agree. To address the presupposition, the respondent must first decline to answer, which can look evasive, eroding the respondent's credibility. An example: "When do you think you'll be able to bring this project under control?" This presupposes that the project is out of control.
- Consider pointing out the presupposition as part of your response. See "The Power of Presuppositions," Point Lookout for September 1, 2004, for more.
- Implied accusations
- Questions can be implied accusations when they're specific enough to cause listeners to believe that there must be evidence for the accusation. For instance, when a project is late due to a late delivery by a supplier, an implied accusation might be, "Is that vendor's sales rep your brother-in-law?" The implied accusation is that nepotism is a contributing factor in the persistence of the problem.
- Don't be afraid of looking defensive when you actually are playing defense. The cost of letting things slide is even higher. Implied accusations must be dealt with firmly and immediately. Consider raising questions about the legitimacy of the issue, and the intentions of the questioner. See "Dealing with Implied Accusations," Point Lookout for January 10, 2001, for more.
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:
- When Power Attends the Meeting
- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- Guidelines for Delegation
- Mastering the art of delegation can increase your productivity, and help to develop the skills of the
people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
- How to Undermine Your Boss
- Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for
"How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this
one's for you.
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work.
Proper or not, reporting violations can be simultaneously both risky and necessary.
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuusumIzBmqCPlAqWner@ChaclrOBADGGjVqecnihoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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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 organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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.