The Hawthorne Effect, the Heisenberg Uncertainty Principle, and the Pygmalion Effect are three examples of observer effects — phenomena that describe how observers interact with the systems or people they observe. We usually think of these effects as bad news, because they create outcomes different from what we were intending.
For instance, the Hawthorne Effect causes the system we're measuring to change its behavior, which can create paradoxical measurement results. See "Getting Around Hawthorne," Point Lookout for October 2, 2002, for more.
But observer effects can work to our advantage, too. In some ways, having a coach is like having an observer who watches your inner process. When you know you'll be talking to your coach next week, you just might be a little more careful about some of the choices you make this week.
Observing yourself is another way to exploit the observer effect. There's no easier way to do it than keeping a workplace journal, where you record anything you want about your experience of work. Here are some tips for successful workplace journaling.
- Choose your medium
- Some like to journal in a word processor; some prefer a blank book and a favorite pen or pencil. Choose deliberately. Do you like the feel of paper and ink? Or do you want to be able to search using the Find command?
- Let the writing slow you down
- If you're typing your journal, try typing slowly. If you're writing on paper, write carefully. Let the act of writing slow your thinking, to help you see things differently. Thinking slowly about the events of the day is like visiting a familiar place on foot, instead of by car — you see more.
- Write as if to your future self
- Thinking slowly about
the events of the day
is like visiting a familiar place
on foot, instead of by car
- Like all good writing, both the writer and the reader benefit from a journal, but only if the writer keeps the reader in mind. For your journal, your reader is yourself, some months from now. Write to that person.
- Record why and why not
- Record why you made the choices you did, and why you didn't make the choices you didn't. This kind of information makes interesting reading six months from now.
- Read the old entries
- To get the full value of the observer effects, from time to time you have to read what you've written. Notice patterns. Think about (and write about) what you might change about yourself to displace patterns you don't like, or what to keep to re-enforce the patterns you do like.
If you don't already journal regularly, here's an idea for an entry: write about the thoughts that came to you as you were reading this little essay. What did you like about the idea of a working journal? If you were to start one, what would you like to have happen? Top Next Issue
One caution: If you decide to keep your journal at work, be certain that you comply with your employer's document retention and destruction policies. You might want to keep your journal at home.
For an example of something you might want to put in your working journal, suppose you were trying acquire skill in using indirectness. You might record in your journal any incidents you observed where someone used indirectness deftly and to good effect. Or you might record your own attempts or missed opportunities, along with short discussions of how you could improve.
Working journals are also useful if you're aiming for a promotion. See "How to Get Promoted in Place," Point Lookout for August 23, 2006, and "How to Get a Promotion in Line," Point Lookout for September 13, 2006, for more.
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenhIgnKsmTSfjJtTHener@ChacKAQlGpvHzUBoDANKoCanyon.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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Don't Worry, Anticipate!
- Dramatic changes in policy or procedure are often challenging, especially when they have some boneheaded
components. But by accepting them, by anticipating what you can, and by applying Pareto's principle,
you can usually find a safe path that suits you.
- Keep a Not-To-Do List
- Unless you execute all your action items immediately, they probably end up on your To-Do list. Since
they're a source of stress, you'll feel better if you can find a way to avoid acquiring them. Having
a Not-To-Do list reminds you that some things are really not your problem.
- Let's Revise Our Rituals
- Throughout the workday, we interact with each other on many levels. Some exchanges are so common and
ritualized that we're no longer aware of them. If we revise these rituals slightly, we can add some
zing to our lives.
- TINOs: Teams in Name Only
- Perhaps the most significant difference between face-to-face teams and virtual or distributed teams
is their potential to develop from workgroups into true teams — an area in which virtual or distributed
teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
- Contextual Causes of Conflict: II
- Too often we assume that the causes of destructive conflict lie in the behavior or personalities of
the people directly participating in the conflict. Here's Part II of an exploration of causes that lie
Forthcoming issues of Point Lookout
- Coming October 18: Missing the Obvious: II
- With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised us. Somehow, we missed the obvious. Why does this happen? Available here and by RSS on October 18.
- And on October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenebswxymoFEKPEcKuner@ChacJvHkzemsHXRvNBVCoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of 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 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.