Subject changing is a conversational technique for guiding shared thought in a mutually agreed direction. And like all tools, it has multiple purposes, some of which can be corrosive to collaboration. Understanding subject-changing helps us identify these sometimes-corrosive maneuvers, and helps us refrain from using them. Here's Part II of a catalog of techniques for changing the subject. See "Changing the Subject: I," Point Lookout for February 21, 2007, for more.
- Sometimes interviewers try to "pin" their interviewees. With each attack successfully evaded, the interviewer raises yet another issue, never acknowledging an escape. The interviewer's goal is to engender a feeling of frustrating impotence in the interviewee.
- This tactic is used in interrogation, cross-examination, and other hostile interviewing. It sometimes appears in performance reviews, when the determined supervisor tries to justify a negative review. Upon noticing the tactic, even if you're taken aback, do what you can to slow the pace and break the interviewer's rhythm.
- Un-self-conscious blurting
- This pattern appears in problem-solving sessions, when someone excitedly offers a fresh insight, and especially when the blurter has been lost in thought. It's best to forgive these blurts, because they're often treasures of great value.
- But the Subject changing, like all tools,
has multiple purposes, some of
which can be corrosive
to collaborationtactic also appears in intense arguments, when the blurter has lost self-control, and in other uncomfortable situations when the blurter is extremely stressed. Take these blurts as indicators of the need for a break.
- Focal carom
- In this tactic, the subject-changer offers a contiguous comment, but then shifts the focus in a slightly different direction. Done artfully, other participants might not even notice the carom.
- The true artist changes the subject by posing a seemingly related question, the main purpose of which is to enroll the other participants in the shift. By answering, they implicitly agree to the new subject.
- Asking a clarifying question
- This is a variant of the focal carom that incorporates an interruption. While these questions are often genuine, they can be used to simultaneously seize the floor and shift focus. For instance, "I think I understand. Do you mean X?" More about clarifying questions
- Here X is the goal of the focal shift. The purpose of the question can be to draw the others into a discussion of X.
- Here the subject-changer might open with a contiguous "sealer" comment, and then suddenly shift to a new subject. A sealer comment is a final summary or assessment, such as, "We don't know enough to decide that now, so let's take it up tomorrow."
- The subsequent hijack often begins with "Moving on…" or "On a more urgent matter, …" That's probably your last opportunity to call attention to the tactic, or to steer back to the thread.
Sometimes, even when there's more to say, it's best to let the subject change. It depends on who's in the conversation, and whether the time is right — even when the subject-changer is out of line. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
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- Not only was the meeting running over, but it now seemed that the entire far end of the table was having
its own meeting. Why are some meetings like this?
- Let Me Finish, Please
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interrupt each other. Interruptions can be disruptive, distracting, funny, essential, and frustratingly
common. What can we do to limit interruptions without depriving ourselves of their benefits?
- Give Me the Bad News First
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- Completism is the desire to create or acquire a complete set of something. In our personal lives, it
drives collectors to pay high prices for rare items that "complete the set." In business it
drives us to squander our resources in surprising ways.
- Annoyance to Asset
- Unsolicited contributions to the work of one element of a large organization, by people from another,
are often annoying to the recipients. Sometimes the contributors then feel rebuffed, insulted, or frustrated.
Toxic conflict can follow. We probably can't halt the flow of contributions, but we can convert it from
a liability to a valuable asset.
Forthcoming issues of Point Lookout
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- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
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- 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.