A group of friends or colleagues gathers for a meeting, lunch, or a break. Spontaneous conversation happens. Topics, whether or not work-related, are random at first. Geoff offers a knowledge tidbit related to the latest comment. That prompts Vivian to offer a tidbit that's a little more arcane. She's reaching for the I-didn't-know-that reaction in the maximum number of people. When Chad outdoes Vivian, the Knowledge One-Upmanship Game is officially underway.
To win the Knowledge One-Upmanship Game, players submit "bids" — tidbits of knowledge that they believe will prove the superiority of their brains by demonstrating that they know something nobody else does. Even better, the bidder shows that what everyone else thinks they know is actually wrong, and that only the bidder knows the truth. Like any game, it has rules. Here's a sampling.
- Be cool
- Players who bid too eagerly risk revealing that they know that the one-upmanship game is afoot. It's best to make contributions during an awkward pause in the action. Pauses occur when the most recent bid is truly impressive, because the players are all searching their brains for a bid that's even more impressive.
- Extra points for minimizing others' knowledge
- Beginning a bid with something like, "It's not so simple," or, "It's even worse than that," elevates the perceived value of the bid by depressing the perceived value of the previous bid.
- Extra points for forcing another player to underbid
- One player can trap another player into underbidding by letting him or her spew for a while, and then pouncing with a bid on the same topic that puts the spewer to shame. Extra points for interrupting the spewer.
- Confessing ignorance is a sure loser
- It's a mistake to try to defuse tension by confessing ignorance of a fact someone just contributed. That player will just smile knowingly, and might add an even more arcane tidbit.
Despite an appearanceDespite an appearance of rollicking
good fun, especially with respect
to bodies of knowledge unrelated
to work, the game can become
tense and hypercompetitive of rollicking good fun, especially with respect to bodies of knowledge unrelated to work, the game can become tense and hypercompetitive. Players might conceal their frustrations when they "lose," but they might nevertheless experience hurt feelings and resentment of the "winners." The effects of repeated episodes (rematches of the game) can accumulate, eroding the relationships that form the foundation of effective collaboration.
We tend to prefer to believe that game-playing behavior is beneath us. When players sense — or hear a suggestion — that the game is underway, their rational thought processes have a chance to gain control, which reduces the momentum of the game. That's why merely acknowledging the game can sometimes bring it to a halt. Try it when next you notice the Knowledge One-Upmanship Game in progress. Or just pass this post around. Top Next Issue
For quick summaries of other games, specifically for meetings, see "Games for Meetings: I," Point Lookout for February 12, 2003.
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More articles on Workplace Politics:
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not on actual facts, but on our perceptions of facts. And our perceptions are sometimes erroneous.
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- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
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- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
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Forthcoming issues of Point Lookout
- Coming December 13: Reframing Revision Resentment: II
- When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful. Available here and by RSS on December 13.
- And on December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
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read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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