Being manipulated and intimidated can happen to anyone. Uncritically going along with authority and experts is easy. All kinds of people do it, including smart people.

     Libertarians too.

     If you think just because you are a libertarian and anti-authority, you don't need this talk, think again

     As a social psychologist I know that everyone is affected to one degree or another by the kinds of factors I'll be talking about.

     The experts and authorities can take your power away by intimidating, manipulating, bamboozling and seducing you in many ways. Sometimes you don't even realize what's happening. Examples are everywhere: Experts dazzle you with jargon and mystifying technical language. Physicians won't answer your questions or they tell you to leave it to them because they are the experts. Officials cloak themselves in the trappings of authority, using uniforms or fancy settings to cow you. Bureaucrats give you the run-around. Clerks say it can't be done. Bosses expect you to help them cheat. Co-workers harass you. Talk-show hosts or authors claim they are experts merely because they have Ph.Ds. Smooth-talking salespeople trick you with persuasive selling techniques. A committee chair bamboozles you into working on a committee you don't really have time for. The examples are nearly endless. If you don't recognize what they are doing or know how to stand up to them, they've got you.

     Before we continue, let me say a few words about what this talk is not. It is not a talk about getting whatever you want regardless of merit. It is not a talk about how to run over other people's rights or how to manipulate them. It is not intended for those who feel they are entitled to anything they want because they want it. It is not intended for bullies, whiners, and chronic complainers who just want to get whatever they can get. This talk is intended for those who have legitimate gripes, reasonable questions, and sensible issues. It's for those who may be treated unfairly because they don't know how to deal effectively with authority.

     A note on definitions: Many people use the terms "expert" and "authority" interchangeably but while the terms overlap, they don't actually mean the same thing. Sociologist Robert Bierstedt makes an important distinction that I think is a useful one. Experts, he says, use persuasion. He points out that expertise – skill and knowledge in a particular area – is something we are free to accept or not. Authority, however, uses coercion. Authorities are those who have power over us whether we agree to it or not, for example, government bureaucrats or police officers. So, we may say, for example, that Omar Sharif is an authority on the game of bridge but what we really mean is that he is an expert. A person can have authority without being an expert – need I say, for example, that government bureaucrats often fall into this category? On the other hand, experts may not have authority in the sense of power. Therefore, I will continue to use the phrase "expert and authorities" rather than just collapsing them into one and will, in some cases, treat them differently.

     Imagine yourself in the following situation. What would you do?

     You're in a psychology experiment at a famous university. You're told to flip a toggle switch on a shock generator every time the other subject makes a mistake in recalling a series of word pairs. Each time you flip the switch, the poor guy gets a jolt of an additional 15 volts of electric shock. The shock generator board goes up to a label that reads: "Danger: Severe Shock. 450 volts." After the shocks reach 150 volts, the guy starts screaming, "Let me out of here. I've got a heart condition. My heart is bothering me." Meanwhile the experimenter in a white lab coat, ignoring this man’s plaintive cries, tells you: "The experiment must continue." What would you do?

     Most of you are probably thinking some equivalent of this: "Are you kidding? I'd quit. No way would I continue to shock a guy who's complaining about a heart condition!" You probably imagine that most people would react as you have. And you would be dead wrong.

     If you've ever taken an Introductory Psychology class, you recognize the famous Milgram experiment on obedience to authority. No experiment in the annals of social science has had more impact than this one. How many subjects broke off when the subject complained about a heart condition? How many continued to obey the experimenter until the very end – till 450 volts? The results, totally unexpected and unpredicted, shocking in fact, made Dr. Stanley Milgram the most famous social psychologist in the world. Fully 65% of the subjects continued to obey the experimenter until the very end, until the 450-volt switch.

     Why? Were the subjects lusting to witness pain? Thirsting to see others hurt? Lacking in moral conscience? Not at all. They were ordinary people; swept up in a situation for which they were not psychologically prepared. They were concerned about the man with the heart condition. They complained to the experimenter. Yet under the pressure of the experimenter's unrelenting demands, they obeyed and went on. In spite of their consciences and their concerns, they failed to see the big picture. They lost sight of the (moral) forest for the (situational) trees. They concentrated on their duty to the authority in charge rather than their moral duty to their fellow human being.

     Why? If not desire to hurt, then what? Something few people ever consider. Unrecognized pressure from factors in the situation, plus unquestioned and unconscious social conditioning, lulled them into an unwittingly immoral choice. They had been seduced by the situation and they didn't even know it.

     Many factors, from titles to credentials, from physical appearance to clothing, from reputation to symbols, can work their subtle influence on us, soothing us, beguiling us. Even smart people fall for this without even knowing it. One of the most important lessons of social psychology is that there is a tendency to overestimate personal factors and underestimate external factors that affect behavior.

     Many people don't realize just how easy it is to be bamboozled and seduced. They may not understand how much our behavior is unconsciously influenced by situational factors – subtle aspects of the situation or of other people that have an effect on how we act. In western cultures, people often tend to assume that they freely choose their behavior with little outside influence. We may have free will but we don't act in a vacuum. We are influenced by many factors, both internal (e.g., our values, moods, internalized rules we've learned from our parents, schools and churches) and external (e.g., actions of other people, presence of authority figures). Social science research shows over and over again the powerful impact of situational factors. Subtle things – what the authority is wearing, how the furniture is arranged, what titles the authority has, the use of body language – are examples of factors that can have an effect on how willing we are to go along with authorities or experts without even realizing it. I call the influence these factors have the "seduction of the situation." Most of the time we don't succumb to them consciously or intentionally. Nor is it the case that the experts necessarily manipulate the situation intentionally, although that can certainly happen. Much of the time, the process is more covert. That's why we need to become aware of how it works.

     Authorities have a way of defining the situation for us, presenting themselves as experts through the use of titles (e.g., Dr. or Professor), credentials (e.g., Ph.D. or M.D.), or positions (e.g., CEO or Director). Most of the time this is useful and relevant information. We want to know that the experts have a background in the topic they are talking about and appropriate credentials or experience to support their expertise. Checking for a relevant background is important. If experts offer no relevant experience or background, be cautious about their advice. But here's the catch. The fact that someone has a degree or title doesn't necessarily mean that they know what they are talking about. We have to look more closely.
Laura Scheslinger
John Gray
Ann Landers

     When looking for advice, it's important to evaluate the content of the message regardless of who is saying it. Even experts can be wrong. Even people whose opinions we respect can be wrong. Sometimes people we dislike may be right. It's foolish to either accept or reject a piece of advice or opinion merely because of who says it. Look for the evidence. Look for the logic. Think about how the advice or opinion squares with your own knowledge. Don't be taken in and seduced by irrelevant characteristics of the person. Ask yourself: Am I dazzled by the expert's appearance?

     We all know that ad agencies think beautiful, sexy women help sell cars and beer. Few of us, however, realize how pervasive and insidious the impact of attractiveness is on our evaluations in general. The title of a landmark research study, "What is beautiful is good," tells it all. Study after study shows that we judge beautiful people – however unconsciously – more favorably than their less attractive peers. Good-looking people, for example, tend to be seen as smarter, more moral, more accomplished and happier. Psychologists call it the "halo effect." But – you guessed it – good looks don't actually make your smarter or more moral. Beautiful people have, for the most part, the same problems and abilities as everybody else. Don't be seduced by an expert's attractive appearance.

     Beauty isn’t the only way appearance can lull us into uncritical acceptance. Even in these more enlightened times, gender is often unconsciously used as a standard for evaluation without regard to the person’s actual qualifications. Without realizing that they are doing it, many people give more credence to a male expert than a female expert, particularly if the area is stereotypically associated with men. In another landmark study, psychologist Philip Goldberg asked college women to rate an article. One group was told that the author was "John McKay" and the other matched group was told that the author was "Joan McKay." Even though the two articles were identical, the one identified as written by a male was rated more highly than the same article when it was allegedly written by a female. This kind of research has been replicated many times over, with, unfortunately, similar results.

     Gender and area of expertise can interact to affect our evaluations. If a topic is stereotypically viewed as "masculine," (e.g., auto mechanics or science), people tend to assume a man is more competent than a woman. If the topic is stereotypically "feminine," (e.g., sewing, crafts) a woman will tend to be viewed as more competent. If we look at it objectively, it's clear that these assumptions are sheer prejudice, not good sense. The particular person's expertise and credentials are what is important, not their gender. Don't be seduced by unquestioned gender stereotypes.

     Automatically rejecting the opinions of people we disagree with or dislike without listening to what they have to say is also commonplace. Just as it's normal to assume that people who have good reputations or points of view we like are likely to have information that we will agree with, it's normal to assume that people whose views we dislike have nothing to offer. A common example of failure to separate the message from the messenger is assuming that those whose political or social beliefs are different from ours have nothing worthwhile to say. Many people only listen to or read the commentators that they agree with.

     Libertarians do this just as much as anyone. Only read lib mags or others you agree with? Read those you disagree with?

     Nancy Henley and other social scientists have extensively studied the subtle characteristics of nonverbal communication. Henley, who calls it the "politics of touch," has closely examined how body language communicates power. The more powerful, for example, are more likely to touch the less powerful than vice versa. Thus the boss touches the secretary, the physician the patient, the teacher the student, and so on. Other examples of cues used by those in power include using direct eye contact with you when they speak but not when you speak, interrupting others, and sitting in a relaxed position while the less powerful sit up straight. All of these cues unconsciously communicate the seductive aura of power, a message whispering that you should listen carefully to this powerful person. Don't be taken in. Listen to the message, not the messenger.

     Many people have been taught not to be "quitters." They go along with requests of authorities because they think they should follow through on the commitments they've made previously. Psychologists call this "entrapment." Many of the people in the Milgram experiment, for example, thought they had to continue because they had agreed to participate. They lost sight of the fact that the experimenter told them at the beginning of the study that they could stop at any point if they wanted to. Instead of pausing to think about what was going on in the experiment and whether they really wanted or needed to continue, they passively fell into the old familiar habitual attitude of "not being a quitter." If they had been less passive, they could have asked themselves, "Am I obligated to continue this experiment even if the guy in the other room is being harmed? This is nuts. I didn't agree to something like that!"

     One Christmas Eve afternoon, Adela was driving a car borrowed from a friend. A cop pulled her over and gave her a present she didn't need – a ticket for driving a car with expired plates. After handing the ticket over to the friend, she thought no more about it. But the friend flaked on her and the letters from the DMV came coming. Then three months later, a much more serious one arrived – a warrant demanding that she pay a large sum of money or else face arrest. She had to act.

     Standing in line behind others at the ticket payment window downtown, she saw that the clerk was being ruthless, brooking no excuses. Adela knew she had a good defense so she demanded a hearing before a judge. The clerk scowled, insisting that the judge would be angry if Adela pursued the matter. Adela did not give in; she knew she had the right to a hearing.

     At the hearing, Adela, presented her case. She had ignored the letters from the DMV, not only because her friend kept telling her that he would take of the problem, but also because she was distraught and worried about an important project she was working on. She produced a letter from her physician, stating that she was being treated for a stress-related condition.

     Adela could have let herself be intimidated by the clerk's haughty air and nasty insistence. She could have just meekly given in and paid the large sum even though she did not think that she had done anything wrong. But she knew that judges have more leeway to interpret rules than clerks do. She knew the power of paper, of documentation. She got that letter from her doctor. She stood up to authority, won the case and the fine was dismissed!

     As children, we learned to defer to those who have power over us; we may have even learned to think of ourselves as powerless. Social science research tells us that as adults, many of us unconsciously adopt, often without questioning, social roles that play out these power scripts – parent-child, teacher-student, physician-patient, boss-employee. We automatically and unconsciously put ourselves into the roles of either the more or the less powerful. If we think of ourselves as the less powerful in these scenarios, we may imagine that we have no choice but to accept the advice of experts and the power of authority

     Experts and authorities, whether intentionally or not, often intimidate us by virtue of their very expertise or status. They want you to believe them and do what they say. This doesn't mean they are intentionally trying to scam us or scare us. Obviously the advice of experts is often reasonable, but even when we are not certain about how good their advice is, it can be hard to resist their influence. Usually, authority figures aren't consciously trying to create fear or intimidation. But it's a fact that they often do, and they exploit this fear (consciously or not) to get what they want, often to our detriment. When you have good grounds for questioning, you don't have to cower before authorities or experts.

     The first step is to realize that you have the right to question authorities. You have the right to question experts. In a very real sense, the experts are working for you. That means you're the boss, not them. Even if the authority is a government official, remember that you are a taxpayer.

     The next step, in many cases, is to search out some facts or information about the issue or problem that you want to bring up with the expert. Where you look depends on the topic of your concern. The library, the Internet and even friends, are possible sources of information. After an operation for removal of a pituitary tumor, for example, Joyce felt weak and had trouble walking without a cane. When she looked up her medication on Internet medical sites, she learned that lower body weakness was a common side effect. This information allowed her to ask sensible questions of her physician and request a lower dosage of the medication. The doctor was not the problem; Joyce just needed to know the right questions to ask. By actively participating in her treatment, she felt more like an equal partner than merely a patient.

     No matter what kind of expert you deal with, there’s a way to find information that will make you savvy and well-informed. If your plumbing needs fixing and you don’t know an ell-joint from a plunger, ask a friend who is a fix-it whiz what questions to ask. Or check out the relevant web sites of the TV home improvement shows or the home improvement stores; they have lots of tips and information. If you want to make a request of a government official, look up the relevant rules and regulations. Many city and state codes are posted on the Internet. If you want to ask for a raise, look up the average salary for your job. That may be on the Internet too. Think about where to find the information you need.

     Before your appointment, arm yourself with a list of questions that you’d like to have answered. You might ask about, for example, what the different approaches or alternatives are, what the pros and cons for each alternative are, how long will it take to implement the advice, how long will it take for the approach to be effective, and what the long-term implications or consequences of each approach are likely to be. If the expert favors a particular approach, ask him to explain his reasons.

     Writing out questions will help your mind from going blank when you confront the power of the authority or the jargon of the expert. If the experts know that you have this list, they will also be more likely to assume you’ve thought about the issue and have some knowledge. This may make them more cooperative and less likely to try to fool you or gloss over your concerns. A list can help you gauge time and distribute it sensibly. If the discussion veers off, you can, for example, remind the expert that you still have additional questions.

     If you have a complaint or a conflict that needs to be resolved, prepare as much documentation as you can. A written document is far more powerful than verbal descriptions. For one thing, it suggests that a copy exists elsewhere as a record that cannot be brushed aside or ignored by the authority as verbal comments could be. For example, if you are being harassed at work, keep track with a notebook. Jot down the details of each encounter with the person harassing you – exactly what happened, what time and date, who the witnesses were, if any, and any other relevant information. If the street you live on desperately needs a stop sign, document the accidents and near misses. Canvass your neighbors for their observations; gather signatures on a petition.

     Having documentation makes your request look more legitimate and your excuses less lame. Examples of documentation may include photos, videos, signed affidavits, witness statements, police or medical reports, or relevant expert literature.

     Your mental attitude will have a big impact on how well you deal with the expert or authority. Your mental status is important; the person you are facing will pick up on your fear and uncertainty. If you go in with mental hat in hand, with an air of timidity or abject deference, you've already defeated yourself. You have allowed yourself to be in a power down position. Mentally preparing or psyching yourself up will help you come to the situation with the right mental set. Assume that your cause is just and your questions reasonable. That's what Adela did. She was polite but confident before the judge. Be on the offensive, not the defensive.

     Even if you don't feel totally self-confident, behave as if you did. "Fake it till you make it" is sound psychological advice in this context. Not only will you make a stronger impression on the expert, the mere act of behaving as if you are self-confident can create a self-fulfilling prophecy. An air of confidence will make a difference in the way experts interact with you and make you feel more powerful.

     A confident demeanor isn't the only way to have an impact on the expert. How you dress can make a difference too. The research shows that appearance and dress can make a big difference in how you perceive authority. It can make a difference in how they perceive you too. Use this information to your advantage.

     Dress in a way that makes you feel good about yourself and makes you feel powerful. There are no fixed rules – what makes us feel powerful won't be the same for everybody. However, it's often a good idea to dress in a way that puts you on the same level with the expert, a peer rather than a supplicant. If you have an appointment with your lawyer or with a government official, for example, dress in a professional way – either a business suit or dressy casual, depending on which makes you feel most comfortable. In any meeting with a professional or bureaucrat, you need to appear serious but also need to feel at ease.

     Sometimes, it can be helpful to think about the right approach and the most effective communication style before a meeting. Though you should be prepared to be firm but nonthreatening, regardless of the situation, different situations may call for different approaches. If your meeting is with a professional (e.g., lawyer, accountant, financial adviser), for example, ask questions without seeming to question his authority. Don't put him on the defensive by asking hostile questions. Be prepared to speak calmly in a quietly assertive manner. Don't be rude or pushy. If you are meeting with your boss, approach her as a team player. Be mentally prepared to be helpful and cooperative while making your request. It may be appropriate, for example, to point out some of the ways that you are an asset to the team.

     When you first meet with an expert or authority, it’s important to set the right tone. Start out the meeting in a pleasant manner. Be prepared with a disarming question or a statement that will establish rapport or put you on equal grounds with the other person. You might begin, for example, by asking a question that you know the authority may be willing to answer and may feel good about. For example, "What do you think is the problem here?" or "Is this a common problem?" A comment that establishes common ground can also help set the pleasant tone you seek, as long as it doesn't sound phony. For example, "I know you are as concerned as I am about the issue of urban pollution…" or "I really like the tropical fish in your office. I used to raise them." This can decrease the likelihood of the expert being defensive. If you hate the idea of stroking the expert's ego, suggests psychologist Paula Caplan, don't think of it as an "ego stroke" – think of it as setting a pleasant, cooperative tone. There is a difference.

     Even if the purpose of your meeting is to present a complaint, resist the temptation to be confrontational or belligerent. Being rude will put the expert on the defensive and make her less likely to grant your request or come up with a suitable solution. I understand how tempting it is to be hostile when you are angry about a problem or issue but remember to ask yourself what are your goals – to be righteous or to get information and results? The end result of establishing rapport, rather than being rude, is an open channel of communication, where the authority or expert will be more likely to actually hear what you say.

     At the beginning of your conversation, tell the authority or expert how many questions you’d like to have answered. Ask how much time can be set aside. If it's not enough, ask for more time or another appointment. Confirming these details at the beginning is "setting the agenda." By taking the initiative to set the agenda, you have control and have created a better balance of power. This gives you an advantage. You may want to give the expert a written list of your questions. When you have a list of five clearly important questions, the authorities who really want to help may be less likely to say "Well, our time is up." It can also jolt them into realizing that their time constraints are unreasonable. If the experts are truly professional and reasonable, they will be

     Bring a notebook with you. As your authority or expert speaks, take careful notes. This may increase your critical thinking as well as theirs. Taking notes forces you to focus on the essence of what's being said and helps you spot inconsistencies. The authority will almost certainly be more careful and responsible about what he is saying if the words will be written down. Be careful, this can also backfire if he get defensive. If the authority reacts defensively, make mental notes instead and write your thoughts down immediately after the meeting. Taking notes that you can refer to later or jotting down notes after the conversation can help you spot lapses in logic or a failure to answer your questions.

     When experts use highly technical specialized language or say something you don't understand, ask the expert, "Would you please explain that in words I can understand?" Don't be shy about this. Sometimes jargon is used to fool you, sometimes it’s just because the experts forget that they're using jargon. Either way, they have an obligation to make things clear to you. Remember that whether you are paying for their services or not, they are, in a psychological sense, in your employ. That means that their job is to provide you with information you can use, not just show off how much they know.

     Watch out for the symbols of authority I discussed at the beginning of my talk. This includes dress, arrangement of furniture, and body language. Being aware of them can neutralize any potential negative effect on you. Is there a desk between you and the expert? Push your chair to the side if possible. If that isn't practical, rest your hands or notebook on the desk. Claiming part of the space subtly shifts the power to a more balanced situation. If even that is not practical, mentally remove the desk. If the expert is being particularly pompous or intimidating, imagine him with a silly hat on or use some other mental technique to remove the sting of his manner.

     Be aware of your nonverbal body language. Are you slumping over? Sit up straight. Watch out for clues that you are tense or nervous. Don’t draw your body in, with arms crossed, shoulders forward. Be expansive. Perhaps put your arms on the arm of the chair instead of meekly in your lap. Make steady eye contact; don’t keep looking down. Eye contact, good posture, and expansive gestures, as research shows, are all associated with being perceived as powerful.

     Be alert to your use of language. Language can communicate either power or weakness. Speak carefully and clearly – don't mumble. Put energy into your voice without overdramatizing your concerns. Don't speak too softly. A soft or flat tone makes you sound weak. Avoid sounding whiny or begging. This will turn people off and annoy them or make them take you less seriously. Be crisp, positive and mildly assertive in your tone. Rehearse with friends or family until you feel confident, if necessary. If this seems like "putting on an act," than so be it. Remember the adage, "fake it."

     A behavior that puts you in a power down position is letting others interrupt what you are saying. Research shows that men are more likely to interrupt women than vice versa, so if you are female, be especially on your guard. Don't let experts (or your colleagues) interrupt you. Be polite but firm. You might say something like "I know that you have some important points to make, but I also need to state my case. Please let me finish what I'm saying." Or "I think the conversation will go more smoothly if we take turns speaking." It’s important to maintain a balance of power in meetings with authorities even if you have to actively challenge them on a behavior that disempowers you.

     Another subtle way language can be used by authorities, however unintentionally, to put you in a power down position is through the use of nonparallel uses of names (e.g., the boss is called by her last name, the clerk by his first name). Psychologist Nancy Henley's research, for example, shows the more powerful are likely to be called by their last name and the less powerful by their first name (e.g., boss-secretary, teacher-student, lawyer-client). Unless the custom is so strongly established that questioning it could backfire (e.g., physicians or professors – unless they say otherwise), insist on being addressed as an equal.

     Being polite is the civil thing to do and it's good for establishing rapport too, but don’t overdo it. Being excessively polite when it isn't called for puts you in a power down position. Many people have been taught that it's rude to be assertive or that it's not nice to talk back to authority figures. But stop and think about it – is asking questions or standing up for yourself rude? If someone is rude to you or trying to harm you, are you obligated to be polite? Why should you? Don't get stuck in the trap of inappropriate politeness. Don't worry about whether the authorities think you are too pushy or impolite or simply not very nice for asking questions. If they are treating you badly, why should you care what they think of you? Remember the point is not to convince them that you are nice but to get the information you need!

     Experts, for example, salespeople, often use high-pressure techniques to get you to go along with them. "This special offer ends soon, act now..." or "We need your decision right now…" are examples of common ploys. If you are being pressured to make a decision or agree to something in a voluntary situation (this suggestion won't work if you are stopped by the police!), ask for time to think about it. Sometimes just taking a few minutes to think outside the expert's presence and power can give you the mental and emotional space you need to think clearly. Have a set of standard phrases prepared that you can use when necessary, for example, "Your suggestion is very interesting. Let me think it over and get back to you" or "My policy is to always think about it."

     Think about whether vested interests, close- minded points of view, stereotyping, or prejudice are present in your encounter with the authority or expert. When you recount your interactions with authorities to your friends and family, ask them if they hear signs that the authorities are biased. For example, is the plumber pushing you to OK an expensive redo of all the plumbing in the house without convincing you of the need? Maybe he just wants to inflate his bill. Does your therapist seem intent on getting you to blame your family even if you had a good relationship with them? Ask yourself whether you feel uncomfortable about pressure from the expert. If you do, then it's a smart idea to examine what he is saying more closely.

     Emotions or overinvolvement in an issue can make it hard for you to be composed or objective. If you are seeking advice about a complicated or emotionally charged issue, bringing a friend or relative along as backup can be very beneficial. The police do it when responding to a dangerous or suspicious call; you should too. Another person can be a more objective observer than you and provide you with moral support to boot. If, for example, you are seeing a medical doctor about a life-threatening disease, a trusted friend can calmly ask the questions you are too upset to think of at the time. If you need to talk to a lawyer about a complicated legal issue that is upsetting to you, someone less emotionally entangled in the issue may be able to help you get through the meeting better than you could on your own. Having a friend along will also make the situation seem less intimidating.

     If you need to buy a product or obtain technical services that you know nothing about, having a more knowledgeable person along may save you from spending unnecessary money or getting something you don't need. If, for example, you want to buy a new computer but don't know a floppy drive from a motherboard, having a computer whiz along to ask about all the right features will increase your chances of getting what you really need and nothing more. Businesses make frequent use of consultants; you can too.

     Gender stereotypes have a big impact here. Women especially have to watch out for shady dealings when it comes to products and services traditionally associated with males. A sly kind of sexism sometimes occurs when a woman is buying, for example, a computer or a car or, most classic of all, taking her car to a new mechanic. The mere presence of a male, even if he wouldn't know a carburetor if it came up and tipped its hat, will discourage most shyster attempts. If this seems too old-fashioned and even a little sexist, ask yourself what's more important – making an ideological statement or getting what you want without getting ripped off.

     Information gathering doesn’t just occur before your meeting with experts. Always ask for written information when it's appropriate. Ask for brochures or articles that you can take away with you, so that you can think critically about the issues when you are on your own or with friends or family. If no written material is available from the expert, ask for lay references you can look up for yourself. Not only do you want all the information that you can comfortably digest to help you make decisions, asking for more information will give you more credibility with the expert. She will see that you are serious and willing to be an active, intelligent participant in dealing with the problem.

     The advice, program, or solution the expert offers may not be your only choice. Be aware of your range of options. Look for alternative solutions. If the problem is serious or expensive, you may want to ask for advice from another expert. The "second opinion" is a standard feature of modern medical practice; why not extend it to other kinds of expert advice? In other kinds of situations, check with your friends or other people who have been through the same system about the full range of options for dealing with the problem or topic. Let them act as your "consultants."

     Getting feedback from trusted others is a good way to get an objective perspective. Tell friends and family members what the authorities are saying to you and have a brainstorming session with them aimed at identifying which questions you need to ask and which ones you have asked, but remain unanswered. It's easier to apply critical thinking when you're not in the immediate presence of intimidating authority.

     Don't assume that the expert you are dealing with is the only one who can solve the problem. If the authority with whom you are currently dealing is not helping you or is seriously upsetting you, think about who else might be more willing to help. Don't just passively accept the unsatisfactory answer you’ve been given. Frequently, going up the chain of command can bring satisfaction. If a clerk or low-level bureaucrat, for example, is telling you he can't help you, ask for his supervisor. The further up, the more likely the authority is to be cooperative. Because they have more decision-making power than low-level clerks, managers and supervisors are much more likely to be willing to help you.

     Here's a typical scenario: Martin had forgotten to make a credit card payment and discovered that the deadline was that day so he called to make a by-phone payment. The call representative pointed out that Martin had missed the company's deadline by several hours (even through it was still the same day). When the call rep said she couldn't help him, Martin insisted on talking to the supervisor. The supervisor was willing to waive the late fee.

      "What would Xena do?" – current bumper sticker

     Here's a method that can help you if dealing with authorities is difficult for you. Think of someone you see as a calm person who handles him/herself well. It can be someone you know personally or even be a character from a book, movie, or TV. Think about his or her behavior and attitude and use it as a model. Ask yourself how that person would act in such a situation. When you are feeling too intimidated to ask questions or push for answers, pretend (in your own mind) that you are this model person who is calm, unintimidated and powerful in every situation. A clever bumper sticker manufacturer has apparently caught on to this idea and issued a "What would Xena do?" sticker. For those of you who missed the TV series, Xena, the "warrior princess," was not only calm and unruffled by even the most calamitous situations, she kicked serious derriere too. Xena may not be your cup of tea, but you can pick someone who is meaningful to you.

     Standing up to intimidating authorities may never become a "snap" but these techniques will help get through it. It's up to you.

© 2004 by Sharon Presley. Based on the forthcoming book: Standing Up to Experts and Authorities to be published by Solomon Press 2008.