Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 11, Issue 51;   December 21, 2011: When Your Boss Conveys Misinformation

When Your Boss Conveys Misinformation

by

When your boss misspeaks — innocently, as opposed to deviously — what should you do? Corrections are not always welcome, but failing to offer corrections can be equally dangerous. How can you tell what to do?
Armando Galarraga, pitcher for the Detroit Tigers baseball team, pitching on July 25, 2010

Armando Galarraga, pitcher for the Detroit Tigers baseball team, pitching on July 25, 2010. On June 2 of that year, Galarraga pitched 8 2/3 innings without allowing a hit — a near-perfect game. All he needed to complete a perfect game was one more out. But when umpire Jim Joyce incorrectly called the next batter, Jason Donald, safe on a close play, Galaragga was deprived of his perfect game. Perfect games are rare in baseball — until 2010, in the modern era of baseball (since 1900, when the rules stabilized), there had never been two perfect games in a single season. Other observers questioned the umpire's call, but the rules of baseball limit such questioning, and the call stood. Joyce later conceded that he had missed the call.

Baseball is an example of a closed — or nearly closed — system. As in many professional sports, open disagreements with regard to officiating are limited, though there is variation from one sport to the next. Because the impact on society of lack of openness in sports is relatively minor, we can tolerate it. But the cost to society caused by closed social systems in organizational cultures can be severe when the organization is charged with responsibilities that are important to society. Examples are governments, corporations, commissions, foundations, and legislatures. Photo (cc) Arbitrarily0.

You're in a meeting. Your boss is talking about something you know a lot about. Your boss doesn't know it, but she's conveying misinformation. What would you do:

  1. Correct your boss before she does real damage
  2. Sit quietly and let her dig the hole deeper; or
  3. Let her go for a while. Then comment, "Actually, I think there might be an update on that," or some other gentle way to offer a correction.

If you answered (1), (2), or (3), you could be in trouble, because there's no right answer. The choice that works best — the least bad choice — depends on you, your boss, the other people in the conversation, and on your relationships. What works well in one situation doesn't necessarily work well in another.

There is no one best way.

We'd all like to believe that a straightforward, honest, open offer to amend what the boss is saying should be acceptable. In a perfect world, it might be. But since most of us don't work in a perfect world, how can you tell what to do?

Option (1) is an example of what works well in open systems. The straightforward, content-focused approaches work well when the relationships support them, when everyone is comfortable with that level of openness, and when everyone has agreed in advance to operate this way.

Option (2) is an example of what can happen in closed systems, where safety is available only by exercising the utmost care. Systems in these configurations exact a high price in vigilance on the people who work within them. People must be constantly aware of a long list of behaviors that others regard as injurious or hurtful. The system suffers as a result. Effort that could otherwise be allocated to furthering organizational goals must instead be spent on attending to interpersonal wariness. The problem can become so severe that the system can actually become dysfunctional.

Option (3) We'd all like to believe that a
straightforward, honest, open
offer to amend what the boss is
saying should be acceptable.
In a perfect world,
it might be.
is an example from a middle category between the open and closed systems. This category is the one most likely to apply to the typical work group. In these systems, some openness is possible, but the messages that are delivered so directly in open systems must be carefully encased in almost ritualized exteriors that communicate high levels of respect and care. These exterior messages are designed to make the recipient realize that the interior content is not a threat to the status of the recipient. Beware, though, because even the most tactfully delivered correction messages can trigger the backfire effect.

To determine what kind of approach to take, decide first what kind of system you're in. Closed? Open? In between? If you're in an open system, it's usually obvious to all. If you can't even discuss the concept of openness, you're in a closed system. If you just aren't sure, you're probably in between. Go to top Top  Next issue: How to Reject Expert Opinion: I  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrenNUVTivOdUIHeoJtpner@ChacfYGmPdwjGioPjGKBoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Harry Morgan and Henry Fonda in "The Ox-Bow Incident"False Consensus
Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace, but that trouble is often avoidable.
The Dalles of the St. Croix RiverThe Politics of the Critical Path: II
The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience the unique politics of the critical path.
Jeffrey Skilling, in a mug shot taken in 2004 by the United States Marshals ServiceKinds of Organizational Authority: the Informal
Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
The breech plug of one of the nine 16-inch guns of the U.S.S. MissouriMore Limitations of the Eisenhower Matrix
The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order. It helps us by removing perceptual distortion about what matters most. But it can't help as much with some kinds of perceptual distortion.
A Canada Goose nestingBig Egos and Other Misconceptions
We often describe someone who arrogantly breezes through life with swagger and evident disregard for others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.

See also Workplace Politics and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

The United States curling team at the Torino Olympics in 2006Coming November 22: Motivation and the Reification Error
We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
A human marionetteAnd on November 29: Manipulators Beware
When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenTvePGrVXvqMSinViner@ChacgdLHFdJuVplNzYzuoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…

Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.