To manage projects effectively, we must know the true state of the effort. We must distinguish between what we know for certain and what we merely believe. Yet many of us have acquired a habit of speaking and thinking — "mind reading" — that limits our ability to make this important distinction.
Have you ever said, "I know what you're thinking…"? It's a common expression. It's less common, though, to actually know what someone else is thinking. Heck, most of the time, we have trouble knowing our own minds. Yet, we use language that can lead us to believe that we can read minds. An example from The Wall Street Journal (August 23, 2001):
Stocks finished higher as economic worries sparked by the Fed's decision to reduce interest rates again gave way to a more accommodating view of corporate-profit potential.
I suppose (though I don't know) that the authors didn't research the opinions of all stock traders. Maybe they made a pretty good guess, but it's probably just a guess — it could be wrong. If you doubt that, maybe you haven't checked your 401(k) in the past year or two.
Mind reading is so pervasive that we no longer see it. Here are some key phrases that might indicate mind-reading:
- The real reason you're doing that is
- You're only saying that because
- Don't hand me that
- You know what I mean
- You would never do that unless
Whether you're mind reading depends on the answer to "How do you know that?" If the answer doesn't involve a direct report from the owner of the mind in question, you might be mind reading.
We don't actually know
what someone else is thinking.
Heck, most of the time,
we have trouble knowing
our own minds.When we accept uncritically any supposition that could be erroneous — such as a conclusion based on mind reading — then anything we derive from it is questionable. It's dangerous enough when we do it personally, but in the project context, we could be risking the well being of many others in addition to ourselves. Some examples:
- Our customers aren't requesting that feature, but let's include it — we know what's best for them.
- They're estimating $11.2 million for that project, but they always pad estimates — I'll cut it 30%.
- They always cut our estimates, so let's pad them by 30%.
- The engineers never cooperate if we just ask them to, so make it a condition of employment. If they don't do it, they're out.
It's difficult to catch yourself mind reading, so watch the people around you for one week. Collect the phrases they use. Gradually your observation skills will improve, and soon you'll be better able to observe yourself. Take care, though — if you ever come to conclude that someone else is mind reading, you're mind reading. Top Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
For more on mind reading and how we make meaning out of our observations, see "Making Meaning," Point Lookout for January 16, 2008.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Asking Clarifying Questions
- In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder
ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?
- The Ups and Downs of American Handshakes: II
- Where the handshake is a customary business greeting, it's possible to offend accidentally. Here's Part
II of a set of guidelines for handshakes in the USA.
- Constancy Assumptions
- We necessarily make assumptions about our lives, including our work, because assumptions simplify things.
And usually, our assumptions are valid. But not always.
- The Power and Hazards of Anecdotes: II
- Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded
of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.
- Overconfidence at Work
- Confidence in our judgments and ourselves is essential to success. Confidence misplaced — overconfidence
— leads to trouble and failure. Understanding the causes and consequences of overconfidence can
be most useful.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, 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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio 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.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.