The force of Evan's voice brought Doug back from his reverie, and mentally he played back Evan's last words. They were: "What do I have to say to get through to you people?" The meeting was now completely silent. Not everyone was as self-assured as Doug, who was now certain that some were actually frightened.
Some clichés
are both painful
to hear and
very easy to say'Sure enough,' Doug thought, 'he's lost it again.'
Evan has employed phrasing we've heard many times, beginning in childhood. It's an example of what I call a hurtful cliché — a phrase or construct that hurts, but which is also so common that we use it without thinking.
We have dozens of hurtful clichés. Not only are they painful to hear, but they also harm the speaker by threatening conversational cooperation. Here's a little catalog of some of the more common hurtful clichés. See "Hurtful Clichés: II," Point Lookout for July 27, 2005, for more.
Did it ever occur to you that X? | Heard as: You idiot — if you thought about it for even a second you would have realized X. | Instead of disparaging the listener, try stating your belief about X directly. | ||
Didn't you hear what I just said? | ![]() | This question is usually rhetorical. Instead, try inquiring about the listener's views. You might learn something that would help you find convergence. | ||
What were you thinking? | Heard as: If you don't see things the way I do, you're a brainless fool! | Another rhetorical question. If you really care about the listener's perspective, just ask, "How do you view this situation?" Or give information about yourself: "I look at things a little differently — I see X." Or if it's obvious a mistake was made, how about a simple, "Oops." | ||
What part of X wasn't clear? | Also: What part of X didn't you understand? | Heard as: You're an idiot. | Here, X is usually monosyllabic, like "No." This was funny for the first month or two that it went around the world. Now it's just abusive. | Usually, this question isn't actually seeking information. Better to be silent. |
Hey, cool your jets. | Also: Hey chill; Settle down, now; Relax | Heard as: You're out of control. | Some clichés sting but we use them so often that we forget how much they hurtEducating others about stress management might be OK if they come to you seeking such advice. Otherwise, it can seem patronizing and offensive. | Instead, try modeling serenity yourself. It's contagious. |
Anybody have a problem with that? | Heard as: I dare you to disagree. | Only the foolhardy or those feeling powerful would respond in the affirmative. This inquiry can be restated in a less intimidating style: "Is everyone OK with that?" |
If you make a collection of hurtful clichés you use yourself, you'll use them less often — if you have half a brain, that is. Er, uh, I mean, collecting them makes you more aware of them, and if you're more aware, you're less likely to use them. Sorry about that. Next issue in this series
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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!
We sometimes use clichés as a means of achieving indirectness; indeed, that's one reason why phrases become clichés. For more on indirectness see "The True Costs of Indirectness," Point Lookout for November 29, 2006.
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Related articles
More articles on Workplace Politics:
Devious Political Tactics: The Three-Legged Race
- The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some
of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged
race?
The Shower Effect: Sudden Insights
- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
What Do You Need?
- When working issues jointly with others, especially with one other, we sometimes hear, "What do
you need to make this work?" Your answers can doom your effort — or make it a smashing success.
Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
Guidelines for Curmudgeon Teams
- The curmudgeon team is a subgroup of a larger team. Their job is to strengthen the team's conclusions
and results by raising thorny issues that cause the team to reconsider the path it's about to take.
In this way they help the team avoid dead ends and disasters.
See also Workplace Politics and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
Coming February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
And on March 5: On Begging the Question
- Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.
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