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
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For more on mind reading and how we make meaning out of our observations, see "Making Meaning," Point Lookout for January 16, 2008.
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More articles on Personal, Team, and Organizational Effectiveness:
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- Ever have the feeling of "Uh-oh, I've made this mistake before"? Some of these oft-repeated
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- And on September 4: How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message. Available here and by RSS on September 4.
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- 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.
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