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Selective Silence Speaks Volumes

Posted October 08, 2010 8:16 AM

Morale in the lab is slipping. Your employees are falling behind on projects. You want to make a big splash, get your point across, and motivate and inspire your workers to new heights. What do you do? Simple: Keep your mouth shut. This article demonstrates that selective silence can be a valuable managerial technique that encourages employees to provide more information about a problem.

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#1

Re: Selective Silence Speaks Volumes

10/08/2010 2:21 PM

Selective silence can also be effective in preventing podiatric/oral incursion.

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#2

Re: Selective Silence Speaks Volumes

10/08/2010 3:45 PM

Selective silence, eh? So that is what it is called.

I have a couple of ex-wives that are able to demonstrate the technique.

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#3

Re: Selective Silence Speaks Volumes

10/08/2010 11:07 PM

One of the earliest lessons that I learned in the military is the truth of the adage that "It is far better to remain silent and be thought a fool, than to speak and remove all doubt."

More seriously: keeping quiet at key points in an interview does motivate the person you're speaking to, especially if he's nervous, to "fill in" the silence by adding information that he might not have intended to reveal, or by justifying himself in a way that reveals underlying problems and conflicts.

It works the other way, too. If you're being chewed out or challenged by someone, remaining silent when you are being cued to speak can throw the other person off balance. It doesn't work when you're being asked a direct question; being silent then is basically an admission of inadequacy or guilt. Direct questions should always be answered, directly and truthfully, with only the information being directly requested.

Many people, however, are reluctant to ask questions directly or to ask for a commitment. Instead, they try to steer the conversation to the point they want to make or the information they want you to provide. Polite, attentive silence at such points tends to shake them. Understanding this aspect of conversation can put you in control of the meeting or interview, regardless of who called it.

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#4

Re: Selective Silence Speaks Volumes

10/09/2010 10:30 AM

This is one of those deceptively simple things that are a great tool. I am not a real confrontational guy, but have been in a supervisory/managerial position my whole career.

It does not work with everybody. There are a small number of folks that simply want to get maximum pay for minimum work.

But I honestly believe that the majority of folks really do want to do a good job. I also think that when they have failed in some respect, that they often feel bad about it. If you let them, they will often beat themselves up more than you ever would.

If you go in and yell, everybody feels bad. Go in, look the person in the eye, and make a simple direct statement, and the employee will open up to you. Often they are more critical of their performance than you would have been, and layout their own correction plan. You accomplish what you want, the employee has saved face, and is relieved that he did not get yelled out. Everybody wins.

The main problem is encountering someone else who uses the technique. It only has power if you make the other person speak first. I once sat eye to eye with another executive for 5 minutes (I'm sure it was shorter, but felt like forever) in silence. I broke first.

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#5

Re: Selective Silence Speaks Volumes

10/11/2010 9:28 PM

1. Let your employees/crew people provide thoughts on problem solving.

2. Don't shoot them down or bad mouth their ideas.

3. Give the 'pat on the back' when it is due.

4. Or morale goes straight down the tubes and crew get the 'management don't give a s___ about me, I don't give a s___ about work. Just here to do my job and go home' attitude.

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