Mondegreens are words or phrases that listeners believe they've heard, but which weren't actually spoken or sung. They sound enough like what was said, and seem to make sense, but they're wrong. A cousin of the malapropism, which is a word or phrase mistakenly substituted by a speaker, the mondegreen is a word or phrase mistakenly substituted by the listener. Mondegreens  are sometimes very funny, but usually they're just dumb .
Some famous mondegreens were demonstrated by Gilda Radner, a member of the original cast of Saturday Night Live, an American television program. During the show's simulated news segments, Radner appeared in the role of "Emily Litella," an elderly woman with a hearing problem. As a "columnist," she opined endlessly about topics such as "endangered feces" (species), "saving Soviet jewelry" (Jewry), and "sax and violins on television" (sex and violence). Upon being corrected by the "news anchor," Ms. Litella would sheepishly exit, saying, "Never mind," which became a catch phrase of the day, and remains in use in the U.S.
But I digress.
A conceptual mondegreen is a concept that a discussion participant mistakenly substitutes for the actual concept under discussion. It seems to makes sense, but it's incorrect, causing the misunderstander to miss the point.
For example, in a debate about circumventing arcane accounting rules regarding capitalization of software development, a mondegreen might involve the rules about capitalizing software, instead of software development.
Here are two common situations in which conceptual mondegreens arise.
- Problem solving
- When trying to explain why a problem solution failed, if the available data is of poor quality or incomplete, formulating a hypothesis can produce conceptual mondegreens. A hypothesis is useful for devising experiments to gather better data, but instead of devising experiments, some people just accept the hypothesis as true. Then they commit the organization to a solution modified on that basis, which can be an expensive error if the hypothesis is incorrect.
- When solving A conceptual mondegreen is a
concept that a discussion participant
mistakenly substitutes for the
actual concept under discussionproblems, adopt candidate explanations as mere candidates. Devise experiments to reveal their shortcomings, rather than to confirm their strengths.
- Contending with adversaries
- Conceptual mondegreens also appear when we try to understand the behavior of adversaries such as political rivals, competitive companies, battlefield opponents, opposing sports teams, or products similar to our own. Observing the adversary's configuration and resources, we project its future behavior. But unlike problem solving, we can't always perform experiments to refine our conjectures. Still, we might try a feint on the battlefield, the playing field, or in the marketplace, to see how the adversary responds. That might provide useful data, but the best data comes from ongoing engagement with the adversary.
- Adopt the view that continued engagement with the adversary has value beyond possibly winning the competition. It also provides data that can resolve the conceptual mondegreens pertaining to the adversary's behavior.
When a mondegreen makes an appearance, it can indicate uneven distribution of knowledge or expertise within the group. Unless that's addressed, mondegreens will likely appear again and again. 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? rbrenFxYQifNeyRTtkBXCner@ChaclbRjGCjAgFCPYxdooCanyon.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 Conflict Management:
- Totally at Home
- Getting home from work is far more than a question of transportation. What can we do to come home totally
— to move not only our bodies, but our minds and our spirits from work to home?
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've
developed a variety of alternatives, including a class I call "dismissive gestures." They
hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog
of dismissive gestures.
- Biological Mimicry and Workplace Bullying
- When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently
act before they're really ready. Here's a metaphor that explains the value of waiting for the right
time to act.
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly
why others do what they do. Here are some of the ways we get this wrong.
- Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can
affect our ability to meet deadlines. How can communication help us get what we need from unresponsive
Forthcoming issues of Point Lookout
- Coming January 17: High Falutin' Goofy Talk: II
- Speech and writing at work are sometimes little more than high falutin' goofy talk, filled with puff phrases of unknown meaning and pretentious, tired images. Here's Part II of a collection of phrases and images to avoid. Available here and by RSS on January 17.
- And on January 24: Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers. Available here and by RSS on January 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenFTWtxYRiSEGSfTeFner@ChacaDQzUwmWuMpJMukYoCanyon.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
- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
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,
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, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- 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.