Ethical debate at work is the activity most likely to produce outcomes consistent with organizational health and personal wellbeing. Last time, we recommended that debate participants share what they know about the issue at hand, and avoid using rhetorical fallacies. We continue now with recommendations for adopting constructive tactics and avoiding some of the more toxic tactics.
- Acknowledge truths
- Disputing a debate partner's assertion when you know it's true is disingenuous at best, and probably outright dishonest. For example, objecting to a claim because it's invalid in a few cases might be technically correct, but it's misleading. A more ethical stance would be arguing that the claim is too broad, and suggesting a search for a mutually acceptable formulation.
- Acknowledging truths in your debate partner's arguments can begin a search for common ground. It contributes to joint problem solving, steering away from a sequence of attacks and counterattacks.
- Identify misconceptions
- When your debate partner is operating under a misconception — a factual or logical error — identify it, even if doing so strengthens your debate partner's position. Failing to identify it can be tempting because no action is required. Identifying the misconception can guide the debate toward sturdy, valid outcomes. That goal is in jeopardy if one of the debaters is confused.
- Take care, though. Pointing out misconceptions can seem like personal criticism. Tread carefully.
- Don't use personal power
- Danger lies in overwhelming or disarming your debate partner by using your own personal attributes, such as political power, attractiveness, physical size, intellectual capabilities, technical knowledge, or charm. Using force or seduction to compel your debate partner to accept your position probably is not in the interest of the organization.
- Respect your debate partner as you would yourself like to be respected.
- Don't threaten
- Any tactic Respect your debate partner as you
would yourself like to be respectedthat exploits the emotional state of your debate partner could bias the outcome of the debate relative to what would have resulted from a debate focused solely on the merits of the issue. In addition to threats, avoid attacking, accusing, condescending, or intentionally confusing or flustering your debate partner.
- Intentionally creating in your debate partner any emotional state that interferes with clear thinking is ethically questionable. It can lead to outcomes inferior for the organization because they don't fairly represent your partner's interests.
- Avoid bribery
- Offering goods, services, information, or anything of value in exchange for concessions is ethically questionable, and might even be criminal. What is less clear, though, is the ethics of offering concessions in one debate in exchange for receiving concessions in another.
- Such exchanges might benefit all parties to the debate, but harm the organization, because neither of the debates will have been decided on their merits.
Whether any action is ethical can be difficult to decide. One useful test is to ask yourself whether you'd like the world (or your boss, or your CEO) to know what you've done. First in this series Top Next Issue
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenTopVujFxTcnQCMpbner@ChacVvZOSjqoTHQAwrAJoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- An Emergency Toolkit
- You've just had some bad news at work, and you're angry or really upset. Maybe you feel like the target
of a vicious insult or the victim of a serious injustice. You have work to do, and you want to respond,
but you must first regain your composure. What can you do to calm down and start feeling better?
- Wacky Words of Wisdom: II
- Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules.
And that's where the trouble begins. We remember them too easily and we apply them too liberally. Here's
Part II of a collection of often-misapplied words of wisdom.
- Bottlenecks: I
- Some people take on so much work that they become "bottlenecks." The people around them repeatedly
find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?
- Irrational Deadlines
- Some deadlines are so unrealistic that from the outset we know we'll never meet them. Yet we keep setting
(and accepting) irrational deadlines. Why does this happen?
- How We Waste Time: I
- Time is the one workplace resource that's evenly distributed. Everyone gets exactly the same share,
but some use it more wisely than others. Here's Part I of a little catalog of ways we waste time.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqJIaYcrkiGWgJJlSner@ChacxlmijlKJWESdvRKXoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.