Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 14, Issue 3;   January 15, 2014: Big Egos and Other Misconceptions

Big Egos and Other Misconceptions

by

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.
A Canada Goose nesting

A Canada Goose (branta canadensis) on the nest, engaged in a threat display. Possibly she regards the photographer as having approached a little too close. Animals engage in threat displays for many reasons, but in cases such as this, it's to make themselves seem more powerful, so as to warn their targets to back off. Because the animal feels threatened and fearful, it tries to communicate its power to harm the target. In other words, it projects power because it feels it might be at a disadvantage. Humans who behave as if they have "big egos" might be doing something similar. Photo courtesy U.S. Fermi National Accelerator Laboratory Office of Science.

Sometimes we notice behavior that leads us to believe that the behaver has a "big ego." What do we mean by this? A big ego is something that afflicts many people other than us. Usually, we're referring to behavior that we believe overvalues the behaver relative to others, often to an extreme extent. Some typical examples: always sitting in the power seat in the room, demanding control of the agenda, insisting on a specific time or place for a meeting, or dismissing the contributions of others in unnecessarily insulting ways.

The concept of big ego is itself intriguing, because the ego is an abstraction. You can't actually perform surgery on somebody (or autopsy their corpse) and locate the ego — it isn't a body part in the sense of, say, the hippocampus or the spleen. When we use the term "big ego" we're using a metaphor in which we're saying that the ego is a physical thing that can have size. It isn't physical, it can't have size, and the metaphor is therefore misleading. (See "Metaphors and Their Abuses" and "The Reification Error and Performance Management," Point Lookout for September 28, 2011, for more)

The behaviors we identify as demonstrating ego bigness are essentially assertions of relative status. The behavers are doing things that express the idea that their own status — social, financial, intellectual, etc. — exceeds the status of others.

But even in terms of the metaphor, we might be getting it wrong, as is often the case with metaphors. When people behave in the big-ego mode, they might actually be expressing a "tiny ego" perspective. That is, the need to assert superior status so exuberantly might actually result from a sense of low status — in metaphorical terms, tiny ego.

People so afflicted The behaviors we identify as
demonstrating ego bigness
are essentially assertions
of relative status
might not be trying to express their superior status. Instead, they might be seeking shelter from their own perceived inferior status by adjusting their own view of how others see them.

When we observe big-ego behavior from this perspective, strangely, it's much less irksome. Instead of experiencing offense or anger, we can experience sympathy or pity. Instead of teetering on the edge of "losing it" we can find a sense of peacefulness and calm.

This kind of confusion — misreading tiny-ego behavior as big-ego behavior — occurs elsewhere, too. It's a result of the ambiguity of the outward manifestations of feelings, or affect. That is, when we try to interpret someone's affect, we sometimes draw incorrect conclusions. We confuse, for example, cold aloofness with temerity or shyness. Aloofness and shyness are quite distinct, but the behaviors associated with them are less so. And interpreting behavior is one place where we go so wrong so often.

Judgments about the psychic state of others based only on what they present to us voluntarily, whether they're aware of it or not, is risky business. And framing those judgments in terms of popular metaphors is riskier still. Go slow. Know before you leap. Go to top Top  Next issue: Human Limitations and Meeting Agendas  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

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More articles on Emotions at Work:

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Do you work for a boss who doesn't appreciate you? Do you feel ignored or excessively criticized? If you do, life can be a misery, if you make it so. Or you can work around it. It's up to you to choose.
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Not feeling heard can feel like an attack, even when there was no attack, and then conversation can quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the message that you actually did hear.
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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.
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Establishing norms for respectful behavior is perhaps the most effective way to reduce the incidence of toxic conflict at work. When we all understand and subscribe to a particular way of treating each other, we can all help prevent trouble.
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In toxic conflict, people try to resolve their differences by eliminating each other's ability to provide opposition. In the early stages of toxic conflict, the attacks often escape notice. Here's a catalog of covert attack tactics.

See also Emotions at Work and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Typing a text message on a smartphoneComing May 15: Should I Write or Should I Call?
After we recognize the need to contact a colleague or colleagues to work out a way to move forward, we next must decide how to make contact. Phone? Videoconference? Text message? There are some simple criteria that can help with such decisions. Available here and by RSS on May 15.
Satrun during equinox — a composite of natural-color images from CassiniAnd on May 22: Rescheduling Collaborative Work
Rescheduling is what we do when the schedule we have now is so desperately unachievable that we must let go of it because when we look at it we can no longer decide whether to laugh or cry. The fear is that the new schedule might come to the same end. Available here and by RSS on May 22.

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