Some decisions raise questions in the minds of observers of the decision maker's process. Was the decision unfair? Was self-dealing involved? Were some stakeholders denied appropriate opportunities to weigh in? Were potential objectors intimidated? Even when decision makers didn't undertake such actions, some observers might justifiably surmise that they did. They make their suppositions on the basis of phenomena that are generally called appearances.
For example, suppose that the relationship between a decision maker and a prospective objector has been difficult in the past, and the decision maker has made no special attempt to encourage the objector to express his or her concerns with some sense of safety. An observer might reasonably presume, without hard evidence, that the decision maker was relying on the dysfunctionality of the relationship between the decision maker and the prospective objector to ensure that the prospective objector would be intimidated enough to withhold any objections. A wise decision maker can avoid this difficulty either by making amends with the prospective objector in advance of the decision, or by initiating a conversation to encourage him or her to express candidly any concerns that had not yet been expressed.
In past postings, I've described numerous examples of problems associated with the appearances of the actions we take — or actions we fail to take. People are of course free to interpret the actions of others in any way they choose. But we can learn to reduce the likelihood of others making unfavorable misinterpretations by taking care to consider appearances. And we can learn to avoid making inaccurate interpretations ourselves by understanding the factors that drive these errors.
Here's Part I We can learn to reduce the likelihood
of others making unfavorable
misinterpretations by taking care
to consider appearancesof a continuing collection of situations in which intentional effort can reduce the likelihood that others — or ourselves — will come to unfavorable and inaccurate conclusions based on appearances. Let's begin with two relatively better-known appearance anti-patterns.
- Appearance of impropriety
- This category of appearance anti-patterns is perhaps the most widely understood. Most of us recognize that ethical standards are more stringent than legal standards. Sometimes, though, even the ethical standard isn't tight enough — we must also avoid the appearance of impropriety. See "On the Appearance of Impropriety," Point Lookout for December 2, 2009, for more.
- What can make avoiding such appearances so difficult is a cognitive bias known as the Fundamental Attribution Error. This error in thinking arises from our tendency to incorrectly attribute motivations to others. We tend to attribute too much to the character of others and not enough to the circumstances that constrain their behavior. This probably traces to the difficulty of seeing the world as others see it, a difficulty that can also create obstacles for us when we try to anticipate whether others will see our own actions as bordering on impropriety.
- Unsolicited constructive criticism
- Constructive criticism, widely called feedback, has constructive effects only to the extent that the recipient receives it as constructive. A criticism might have been intended to be constructive, but if the recipient regards it as a malicious attack, it's unlikely to lead to a constructive outcome. And the recipient of the criticism is solely responsible for determining whether or not to perceive the criticism as a malicious attack.
- To enhance the chances of a constructive outcome, ask for permission before delivering such comments. Requesting permission can help distinguish your actions from the unintended appearance of malicious attack, even if the subject of the criticism is someone you supervise. Despite what many supervisors believe, the supervisory relationship doesn't include blanket permission to criticize at any time and in any setting. See "Feedback Fumbles," Point Lookout for April 2, 2003, for more.
Next time we'll examine Appearance Antipatterns associated with intentional or unintentional deception. Next in this series Top Next Issue
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Related articles
More articles on Workplace Politics:
- When Leaders Fight
- Organizations often pretend that feuds between leaders do not exist. But when the two most powerful
people in your organization go head-to-head, everyone in the organization suffers. How can you survive
a feud between people above you in the org chart?
- Passive Deceptions at Work
- Among the vast family of workplace deceptions, those that involve camouflage are both the most common
and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace
deception.
- Grace Under Fire: III
- When someone at work seems intent on making your work life a painful agony, you might experience fear,
anxiety, or stress that can lead to a loss of emotional control. Retaining composure is in that case
the key to survival.
- An Introduction to Workplace Ostracism
- We say that a person has been ostracized from a group when that person is ignored by the members of
that group or excluded from participating in that group's activities, and when we might otherwise expect
that person to be a member. Workplace ostracism can have expensive consequences for the enterprise.
- Facts, Opinions, Estimates, and Desires
- One reason why resource allocation debates can become so difficult is confusion about the differences
among facts, opinions, estimates, and desires. Clarifying their differences can reduce the length and
intensity of resource allocation debates.
See also Workplace Politics and Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming May 1: Antipatterns for Time-Constrained Communication: 2
- Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of miscommunications. Here's Part 2 of a collection of antipatterns that arise in communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.
- And on May 8: Antipatterns for Time-Constrained Communication: 3
- Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 3 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing past experiences of participants. Available here and by RSS on May 8.
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