The meeting ran over by about five minutes, just long enough to make most of them late to their 11ams. So the room emptied quickly, leaving Spencer alone with the meeting chair, Lynne. Lynne asked, "Help me take down the flip charts?"
"Sure," he said, "no problem."
"I wanted to talk to you, too," she said. "I really felt that you weren't being very helpful today."
Spencer felt somewhat shocked at first, but then it came to him — it was probably Metronome. Still, he didn't want to let her see that he knew what it was. "Oh? In what way?"
They now had all the flip chart sheets flat on the table, and Lynne sat down in her chair. Spencer sat down across the table from her.
"When you brought up the Metronome interface," she said.
"Oh, that," he said. "It just seemed to me that the rest of the meeting depended on it."
We have a tendency
to explain the behavior
of others in terms of
than contextLynne felt her frustration building. "But I explained all that in my email yesterday. And you went ahead anyway. That's what bothers me."
Lynne has now dug herself into a neat hole. She is assuming that Spencer saw her message, and she feels that he disregarded it. In fact, he never did receive it, and he was unaware of the change in the agenda.
Lynne's error is perfectly human. It's so common that it even has a name — the Fundamental Attribution Error (FAE). As humans, we have a tendency to explain the behavior of others on the basis of disposition or character, rather than context or the actions of third parties. Probably this happens because we understand the internal motives of others more easily than we understand the complex situations they face. That's reasonable, because we usually have only vague information about how situations look to others.
For example, Lynne was completely unaware that Spencer had been having chronic email problems. Customer reports are routed to a list he has to subscribe to, and his inbox suffers from chronic bloat, which has exposed a bug in the email client they all use. Lynne attributed Spencer's behavior to a deliberate choice, but he might have made another choice if he had been aware of the change in the agenda.
An American Indian proverb captures the idea of the FAE most elegantly: "Don't judge a man until you've walked two moons in his moccasins." To help you remember the Fundamental Attribution Error, get a pair of baby moccasins. Baby shoes will do, too. Put one on your desk or on top of your computer monitor and the other in your car. Only you will know what they mean, because everyone else who tries to figure out their meaning will make the Fundamental Attribution Error. Top Next Issue
For more about the Fundamental Attribution Error, see Gladwell, Malcolm, The Tipping Point: How Little Things Can Make a Big Difference. Boston: Back Bay Books, 2002. p. 160-163. Order from Amazon.com.
For more articles about the Fundamental Attribution Error and its applications, search this site.
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More articles on Emotions at Work:
- Email Happens
- Email is a wonderful medium for some communications, and extremely dangerous for others. What are its
limitations? How can we use email safely?
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- On Virtual Relationships
- Whether or not you work as part of a virtual team, you probably work with some people you rarely meet
face-to-face. And there are some people you've never met, and probably never will. What does it take
to maintain good working relationships with people you rarely meet?
- I've Been Right All Along
- As people, we're very good at forming and holding beliefs and opinions despite nagging doubts. These
doubts lead us to search for confirmation of our beliefs, and to reject information that might conflict
with our beliefs. Often, this process causes us to persist in believing nonsense. How can we tell when
this is happening?
- On Advice and Responsibility
- Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail
risk. How can this happen, and what choices do we have?
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- 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.