When adverse events occur, whether personal or work-related, surprise or shock or emotional paralysis are common reactions. Along with the pain, a meta-pain can appear. We think, "I knew that could happen," or "How could I have let myself fall for that again?" or "Why wasn't I ready for that?" In a usually vain attempt to alleviate the meta-pain, we blame others, relieving ourselves of responsibility for being unprepared.
Clever, perhaps, but meta-pain often persists. Setting the incident aside and moving on might feel better in the short run, but doing so bypasses an opportunity to learn how to look where you aren't looking.
An example: Over coffee, you and Chris, a colleague, are discussing problems you both have managing Evan. He's usually late to meetings, and frequently unprepared. You ask Chris for advice. She asks for details, which seems reasonable. You provide details. Next day, Evan's supervisor Ilene calls, asking why you're complaining about Evan to others, instead of bringing the problem to Ilene's attention.
You could have asked Chris for confidentiality, which you did not. You could have adjourned to a more private place for the discussion, which you did not. Neither measure would have provided complete safety, but both would have been prudent.
This is a minor example of a mildly adverse event. A little care would likely have prevented it, but some adverse events are beyond controlling. How can we be better prepared for adverse events? Ask yourself:
- "What don't I like to think about?"
- Knowing what you're averse to considering helps in overcoming the aversion. Some dislike thinking that people they trust might violate confidences. Some dislike pondering complex situations cloaked in uncertainties. Some dislike secrecy or needing privacy for delicate conversations.
- Denying Denying what you must consider, just
because you dislike considering it,
doesn't reduce its importance.what you must consider, just because you dislike considering it, doesn't reduce its importance. Either find a path to acceptance, or find a new situation in which such things are less significant. - "What preparations don't I like to make?"
- Having accounted for the necessary considerations, the next step is preparing for eventualities. That entails accepting that adverse events might occur. Some find it comforting to ignore the necessity of preparation.
- Denying the need to take steps doesn't reduce the need to take steps. Noticing denial is often enough to end it.
- "What might I lose if I prepare?"
- Some believe that thinking about adverse events causes them.
- While a positive attitude can indeed improve one's performance, merely considering what can go wrong need not make for a negative attitude, because adopting a negative attitude takes extra effort. Truly preparing for hardship is possible only if there is determination to make things go right.
We can't foretell the future, but of one thing we can be certain: an adverse event will happen. What are you prepared to do about it? Top Next Issue
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More articles on Workplace Politics:
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- Many organizations gather lessons learned — or at least, they believe they do. Mastering the political
subtleties of lessons learned efforts enhances results.
- OODA at Work
- OODA is a model of decision making that's especially useful in rapidly evolving environments, such as
combat, marketing, politics, and emergency management. Here's a brief overview.
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work.
Proper or not, reporting violations can be simultaneously both risky and necessary.
- Columbo Tactics: I
- When the less powerful must deal with the more powerful, or the much more powerful, the less powerful
can gain important advantages by adapting the strategy and tactics of the TV detective Lt. Columbo.
Here's Part I of a collection of his tactics.
- Stone-Throwers at Meetings: I
- One class of disruptions in meetings includes the tactics of stone-throwers — people who exploit
low-cost tactics to disrupt the meeting and distract all participants so as to obstruct progress. How
do they do it, and what can the meeting chair do?
See also Workplace Politics and Workplace Bullying for more related articles.
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