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How do you handle being right and no one else understands? I am working on a project (as a law student), I spotted a gapping hole in the accepted indemnity risk structure for several of our clients. I pointed this flaw out ..... Silence. No one seems to want to talk about the Elephant in the room.

You need to do something to assert you dominance. Flap your wings, beat chest, etc. You're beta until that happens.

Actus Reus wrote:You need to do something to assert you dominance. Flap your wings, beat chest, etc. You're beta until that happens.

Shad2013 wrote:How do you handle being right and no one else understands? I am working on a project (as a law student), I spotted a gapping hole in the accepted indemnity risk structure for several of our clients. I pointed this flaw out ..... Silence. No one seems to want to talk about the Elephant in the room.

Talk louder than the other person. There have been scientific studies that humans respond to the a particular decibel range most correlated with strong leaders.

Shad2013 wrote:How do you handle being right and no one else understands? I am working on a project (as a law student), I spotted a gapping hole in the accepted indemnity risk structure for several of our clients. I pointed this flaw out ..... Silence. No one seems to want to talk about the Elephant in the room.

Make them. Say we need to address this and explain to them why it is important then ask for their feedback directly or specifically ask one person what they think. Whenever someone is having a heart attack for example you are supposed to talk directly to one person to call 911 instead of just yelling out call 9/11. It makes it so they can't have bystander apathy. The same is true in the dialectic process.

asdfdfdfadfas wrote:

Shad2013 wrote:How do you handle being right and no one else understands? I am working on a project (as a law student), I spotted a gapping hole in the accepted indemnity risk structure for several of our clients. I pointed this flaw out ..... Silence. No one seems to want to talk about the Elephant in the room.

Make them. Say we need to address this and explain to them why it is important then ask for their feedback directly or specifically ask one person what they think. Whenever someone is having a heart attack for example you are supposed to talk directly to one person to call 911 instead of just yelling out call 9/11. It makes it so they can't have bystander apathy. The same is true in the dialectic process.

I second this advice, seems like there *might* be group think going on here; so if you convince each person individually with a one-on-one, the group may be more amenable to your persuasion.

Shad2013 wrote:How do you handle being right and no one else understands? I am working on a project (as a law student), I spotted a gapping hole in the accepted indemnity risk structure for several of our clients. I pointed this flaw out ..... Silence. No one seems to want to talk about the Elephant in the room.

Here are a few tips:

1. Send an email with an all-caps subject line; make sure the first word is 'URGENT"

2. Threaten to "blow the whistle." Don't get too specific about what you'll do exactly; just say you'll "blow the whistle" unless someone addresses the hole in the accepted indemnity risk structure.

3. If 1 & 2 don't work, email the clients directly, explaining the malpractice of your supervisors.

Shad2013 what if you're the one that's wrong, there is no gaping hole, and your coworkers are just too polite to point that out?

How did you point out the flaw (i.e., through email)? How many people were there or on the email when you pointed it out?

I actually dealt with this kind of stuff on the trade floor literally none stop with contract disputes- where it was either I was right and our P/L was going to swing +1 mil or they were right and it was going to swing the other way. You properly research everything regarding the issue, you organize your information into concise speech that objectively presents the facts, and then you, if you have to address them in person, present the facts to them in an organized confident objective manner and kindly ask them the following- what do they think about it, what would they suggest, what do they believe? Do it nicely and try your best to include them as if they helped you come up with the solution. If you are right they should be able to see that based on the information you provided them and they will either 1) agree with you like reasonable human beings because they will come to the conclusion you are right 2) you will be dealing with ego maniacs who act like children and will either whine or cry or just come up with an excuse- trust me, I have dealt with people having complete meltdowns or 3) you will be incorrect. If that is the case you thank them for their time and just say hey I'd rather ask than not ask and miss this big of an issue.

I don't know if this is in the context of your boss, your coworkers or a group in law school, but that will determine what you do next. If it is coworkers, they are being unreasonable, and you believe the issue is important enough, you go above them to your boss and present the information to your boss with all the backup on the issue so he/ she can make their decision. After that you let it go and let your boss make the final call.

PeanutsNJam wrote:Shad2013 what if you're the one that's wrong, there is no gaping hole, and your coworkers are just too polite to point that out?

Name a lawyer that does not want to point out someone else's mistake? Egos man.

run26.2 wrote:How did you point out the flaw (i.e., through email)? How many people were there or on the email when you pointed it out?

At first through an email, then in person.

This weekend, I pointed it out to a partner over drinks. I just happened to bump into him at his favorite bar. Presented the facts, WE have a meeting with his biggest client Thursday. I am putting together an outline and different ways to handle the situation now.

An outline probably isn't going to cut it. You'll need A/V presentation materials, especially if clients are involved. Slidedeck up.

pancakes3 wrote:An outline probably isn't going to cut it. You'll need A/V presentation materials, especially if clients are involved. Slidedeck up.

Made me laugh!

Shad2013 wrote:

run26.2 wrote:How did you point out the flaw (i.e., through email)? How many people were there or on the email when you pointed it out?

At first through an email, then in person.

This weekend, I pointed it out to a partner over drinks. I just happened to bump into him at his favorite bar. Presented the facts, WE have a meeting with his biggest client Thursday. I am putting together an outline and different ways to handle the situation now.

Folks, the bolded is the difference between a 165 troll and a 170 troll. What is unstated--and yet completely believable in light of the OP's initial post--is that the OP spent Saturday evening camped out at the partner's "favorite bar," hoping to run into him so that OP could share his earth-shattering insights. Well done.

rpupkin wrote:Folks, the bolded is the difference between a 165 troll and a 170 troll. What is unstated--and yet completely believable in light of the OP's initial post--is that the OP spent Saturday evening camped out at the partner's "favorite bar," hoping to run into him so that OP could share his earth-shattering insights. Well done.

Poor guy (partner) probably just wanted a drink.

rpupkin wrote:

Shad2013 wrote:

run26.2 wrote:How did you point out the flaw (i.e., through email)? How many people were there or on the email when you pointed it out?

At first through an email, then in person.

This weekend, I pointed it out to a partner over drinks. I just happened to bump into him at his favorite bar. Presented the facts, WE have a meeting with his biggest client Thursday. I am putting together an outline and different ways to handle the situation now.

Folks, the bolded is the difference between a 165 troll and a 170 troll. What is unstated--and yet completely believable in light of the OP's initial post--is that the OP spent Saturday evening camped out at the partner's "favorite bar," hoping to run into him so that OP could share his earth-shattering insights. Well done.

If this is trolling, it's > 170, in my book. This type of behavior is totally believable from a neurotic younger associate.