1) CASE: YOUR WORD AGAINST HIS

You are at a meeting with your manager, another middle manager, and four other supervisors. The subject of the meeting is the manner in which the organization's supervisors are to conduct themselves during the present union organizing campaign.

Your manager makes a statement concerning one way in which supervisors should conduct themselves. You are surprised to hear his statement because earlier that day you read a legal opinion describing this particular action as probably illegal.

You interrupt your manager with, "Pardon me, but I don't believe it can really be done that way. I'm certain it would leave us open to an unfair labor practice charge."

Obviously annoyed at the interruption, your manager says sharply, "This isn't open to discussion. You're wrong."

You open your mouth to speak again but are cut short by an angry glance.

You are absolutely certain that your boss is wrong; he had inadvertently turned around a couple of words and described a "cannot do" as a "can do." Unfortunately, you are in a conference room surrounded by other people, and the document that could prove your point is in your office.

Question: How do you suggest approaching this problem in an effort to: set the record straight concerning the correct information; provide minimal embarrassment for your manager; and run the least risk of prejudicing yourself with your manager?