One of the challenges with being a business practitioner and a philosopher is that your imagination sometimes takes over during meetings. The other day I was in a meeting with executives who were discussing a very complex problem. I started to notice a disparity between what everyone was saying and what they were communicating.

Because one can only listen to so much corporate-speak, I started imagining subtitles to match the meaning underneath the words. Here’s a couple of the gems I found:

“I think it’s really important and we should be thinking about this.” (I’m not going to put my reputation out there)

“That’s above my pay grade” (I recuse myself from decision-making responsibility. Let’s have our bosses fight it out?)

“What do you think?” (our CEO agrees, do you disagree?)

“A lot of other people have thought about this.” (I needed to tell you that you aren’t that special. Also, I didn’t really listen to what you just said and I’d rather not discuss it.)

“That’s the right direction.” (When you figure it out I’d love to participate)

“This other team might be the right team to help you” (I’m not going to help)

“But what is our MVP?” (I don’t think we should build that)

“This piece is separate from that piece” (I don’t care if this is interdependent, I don’t want to do that work) 

“How will we balance the near and long term?” (Can you find me an easy answer?)

“I hear you, and we don’t have an answer” (That question needs to be answered soon)

“What about lawsuits?” (I’m not sure I understand the discussion, I’d rather talk about something really tangible or nothing at all)

“I hear you, and we don’t have an answer” (That’s a really tactical question, and it isn’t important.)


Hidden Disagreements

Hidden Disagreements

Language in all it’s abundant complexity offers multitudinous opportunities for misunderstanding. We’ve all been in meetings or conversations where it suddenly becomes apparent that people’s understanding and use of a phrase dramatically differs from our own in a meaningful way.

“How are the new engines for these bicycles?”
“When can we stick them to the frame? The glue is ready.”
“Wait, you mean engine stickers? I was designing a motorcycle”

Where there was the perception of understanding, a hidden disagreement has been discovered.

It isn’t always ignorance, sometimes it’s just a complex idea combined with complex perspectives and many possible interpretations. They usually show up if we discuss enough.



Don’t worry about it. Here are the best ways to act when you identify hidden disagreements:


Tell Someone Else- Decide the other person’s understanding isn’t important right now and the underlying disagreement isn’t as important to you. This usually requires a pretty bold statement after the meeting like: “I just knew they weren’t going to get past that misunderstanding.”

Force Clarity in the Moment- Get the same definition and perspective. Lock the door and bar the windows. If the other party is unwilling to come to agreement, they’ve disqualified themselves from having a voice. “Let’s hash this out at a time that’s really inconvenient for you”

Cut Others Out- They just didn’t get it. Remember it isn’t worth it if you might have to compromise on your position. “No, why would you think Greg would stick with us after the first week?”

Claim ‘Fault’ to Your Credit- Tell them this was on you, because you didn’t explain things well enough. People especially like to hear that it may have been their lesser intellect that caused the misunderstanding. Be sure to humbly suggest that you listen to them the next time around, because that way you’ll be able to think for the both of you. “My bad Susan, I should have thought for both of us.”

Swap It Like a Pro- Decide you liked their interpretation better. Now be the loudest advocate for that version. Don’t announce or acknowledge the change or trouble yourself with an explanation for the shift. This goes really well with a few others in the room so that you can explain to them how you didn’t change your opinion at all. “That’s what I’ve been saying about less revenue. We need LESS less revenue.”

Piledrive Them- Bury them in explanations. This is a pretty good move when you’re in a tight spot especially when you’ve realized your perspective isn’t a really solid position. Pile driving tends to stun the listener as they try to keep up with the syllable barrage you’ve salvoed. Be careful, crafty people will Swap It after a solid piledriver.