1. Use Humor to Humanize Mistakes
☐ Science: Humor used after errors reduces defensiveness and helps others see you as approachable, not incompetent (Cooper, 2008).
☐ Principle: Own the mistake, add light humor to reduce tension, and shift toward solutions.
☐ Scenario: You made a mistake
☐ Too serious: “I made an error in the report. I’ll correct it immediately.”
☐ With humor: “I made a mistake in the report—proof that I’m human and not a robot! I’ve already fixed it and put a reminder in place so it doesn’t happen again.”
2. Use Humor to Admit Knowledge Gaps Without Losing Credibility
☐ Science: Self-deprecating humor can boost trust and likeability when paired with competence (Cann & Matson, 2014).
☐ Principle: Pair honesty with light humor to show confidence.
☐ Scenario: You don’t know the answer
☐ Too serious: “I don’t know. I’ll have to check.”
☐ With humor: “That’s a great question—I wish I had a crystal ball for this one. Let me find out and get back to you with the facts.”
3. Accept Praise with Humor and Gratitude
☐ Science: Humor when receiving praise signals humility and prevents awkwardness, while still affirming competence (Martin, 2007).
☐ Principle: Balance appreciation with a light comment.
☐ Scenario: You receive praise
☐ Too serious: “Thank you. I worked hard on it.”
☐ With humor: “Thanks—I’ll try not to let it go to my head. My team deserves the credit too!”
4. Use Humor to Reframe Delays Without Losing Professionalism
☐ Science: Humor in negotiations makes people more flexible and cooperative (Kong et al., 2019).
☐ Principle: Acknowledge the delay with lightness, then set a clear timeline.
☐ Scenario: You need to push the deadline
☐ Too serious: “Due to workload, I need an extension until Wednesday.”
☐ With humor: “I could deliver it today… but it might look like abstract art instead of a report! To make sure it’s accurate, I’ll need until Wednesday.”
5. Use Humor to Say No Without Creating Resistance
☐ Science: Humor softens refusals while maintaining assertiveness, protecting relationships (Cooper, 2008).
☐ Principle: Decline firmly but with lightness, and offer an alternative.
☐ Scenario: You need to say no
☐ Too serious: “I can’t take this on.”
☐ With humor: “If I take this on, you might find me sleeping under my desk! I can’t commit right now, but Alex has bandwidth this week.”
6. Use Humor to Ease Tension in Difficult Conversations
☐ Science: Shared laughter increases trust and team bonding, lowering conflict intensity (Terrion & Ashforth, 2002).
☐ Principle: Light humor creates psychological safety, signaling “we’re in this together.”
☐ Scenario: Team conflict or heated discussion
☐ Too serious: “Let’s stick to the facts and stop getting emotional.”
☐ With humor: “Okay, I can see we’re passionate—this is starting to sound like a reality TV debate. Let’s refocus on the client’s needs.”
7. Use Humor to Reframe Stress and Build Resilience
☐ Science: Positive humor reduces stress and fosters creativity in teams (Romero & Cruthirds, 2006).
☐ Principle: Laugh at challenges, not at people.
☐ Scenario: Overwhelming workload
☐ Too serious: “This workload is unmanageable.”
☐ With humor: “Looking at this workload, I think we qualify for a Guinness World Record! Let’s break it down into manageable steps.”
References
- Cann, A., & Matson, C. (2014). Humor styles and relationship satisfaction in dating couples: A test of the humor paradox. Humor, 27(2), 259–273.
- Cooper, C. D. (2008). Elucidating the bonds of workplace humor: A relational process model. Human Relations, 61(8), 1087–1115.
- Kong, D. T., Cooper, C. D., & Sosik, J. J. (2019). The state of research on humor in organizations: Functions, antecedents, and outcomes. Journal of Organizational Behavior, 40(3), 282–305.
- Martin, R. A. (2007). The psychology of humor: An integrative approach. Elsevier Academic Press.
- Romero, E. J., & Cruthirds, K. W. (2006). The use of humor in the workplace. Academy of Management Perspectives, 20(2), 58–69.
- Terrion, J. L., & Ashforth, B. E. (2002). From ‘I’ to ‘we’: The role of putdown humor and identity in the development of a temporary group. Human Relations, 55(1), 55–88.