Although I'm currently dogless, I consider myself a dog lover. One dog in particular — Caneel, a golden retriever who passed on long ago — still occupies a warm place in my heart. Caneel taught me something about how people (myself, in particular) make mistakes when we try to understand why others do what they do.
I used to walk Caneel every morning in a park near home. Even though there was very little traffic in our neighborhood, I kept her on a lead until we reached the park, for safety. She'd pull me along, keeping the lead taut, sniffing everything as she went. I always assumed that she needed a little more obedience training.
When we would reach the park, I'd take her off lead, always expecting her to bound off immediately into the woods. She never did. She would sit, looking up at me, puzzled, tilting her head first one way then the other, as dogs do. I'd say, "OK, go!" And off she would go. I couldn't figure out why she would tug at the lead all the way to the park, and then, once freed, she needed encouragement to go run.
One day, I realized that her experience of the lead might be different from mine. She might have been thinking, "Rick put me on the lead so he won't get lost, and he wants me to pull him along to show him the way to the park." And when I took her off the lead, she might have been thinking, "Are you sure you'll be OK without me for a few minutes if I run off?"
Crazy as this explanation sounds, it fits the data. It might be right.
Often When someone does something
that causes you some inconvenience
or discomfort, tolerance might be the
best available choice. Why they did
whatever they did might not
make any real difference.we assume that we know why others do what they do, but we're often wrong. Here are some of the many ways we get it wrong when we guess why others do what they do.
- Premature conclusions
- We reach conclusions before we have enough data to justify them. Sometimes, we reach conclusions with no data.
- The Fundamental Attribution Error
- We attribute to character what might better be attributed to circumstances. See "The Fundamental Attribution Error," Point Lookout for May 5, 2004, for more.
- Presumed omniscience
- We presume that we already know all there is to know about why someone might do what he or she just did.
- Preferred explanations
- We have biases and preferences among the many theories and conjectures about human motivation. We see what we expect to see, or worse, what we want to see.
- We're afraid to question (or seek validation for) some hypotheses, because of the consequences of finding out that they're incorrect (or correct).
Is 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
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More articles on Workplace Politics:
- How to Get a Promotion: the Inside Stuff
- Do you think you're overdue for a promotion? Many of us are, but are you doing all you can to make it
happen? Start with a focus on you.
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes
people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's
a short catalog of some of its uses.
- Conflicts of Interest in Reporting
- Reporting is the process that informs us about how things are going in the organization and its efforts.
Unfortunately, the people who do the reporting often have a conflict of interest that leads to misleading
and unreliable reports.
- How to Avoid Responsibility
- Taking responsibility and a willingness to be held accountable are the hallmarks of either a rising
star in a high-performance organization, or a naïve fool in a low-performance organization. Either
way, you must know the more popular techniques for avoiding responsibility.
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenQOTSrRCzOcvhoptFner@ChacUhWrFVOmduGjkFCvoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.
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.