Jared could see it coming, as Curt, the Director of Customer Service, pressed on: "With such a dramatic increase in the number of dissatisfied customers, we have to create a special team of systems experts temporarily attached to Customer Service to address the accumulating issues in the field. Here's the list of people we need."
Jared felt angry. A typical power move — Curt wanted to draft Jared's best people. If that actually happened, many of his systems experts would probably leave the company.
When you notice you're angry, put on your detective hat. You might find that something is threatening your self-esteem. When Jared put on his detective hat, he realized that he was trapped in a false dichotomy — an error of reasoning in which we fail to notice the full range of available options.
False dichotomy, or "black-and-white thinking," sees the world in stark terms, in which the only solution to a problem is an extreme and over-simplified path that might actually be worse than the place we left.
False dichotomies can be
either honest errors
of reasoning, or
for refuting an
opposing argumentFalse dichotomies appear not only as honest errors of reasoning, but also as deliberate devices for refuting an opposing argument. For example, the slogan "You're either part of the solution, or part of the problem," is a false dichotomy. "The" solution is typically "my" solution, and no other positions are helpful.
Back in control, Jared gave a reasoned response. He wondered if there weren't other ways to solve the problem: by asking for volunteers, or offering an enticing compensation package, or even training Customer Service staff. At first, Curt fended off these ideas, but when others in the meeting showed interest, they delegated a team of three to study the options and recommend an approach. By recognizing a false dichotomy, Jared was able to stay calm and offer alternatives.
We adopt extreme solutions when we can't see — or won't see — the full range of options before us. Here are some other examples of black-and-white or false dichotomy thinking:
- Business is down — we have to cut expenses.
- If we don't measure it, it'll never happen.
- If we can't measure it, it's not a goal.
- Zero tolerance
- Zero defects
- If you don't make this date, the company will sink.
- All they care about is their bonuses.
- We have to make sacrifices if we want <whatever>.
Very little in engineering, marketing, or management — or in Life — is so simple that there can be only one or two approaches. When people present their favored approach as the only alternative, be on guard for "black-and-white" thinking. And if you can, show them how to think in living color. Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Emotions at Work:
- Dealing with Your Own Anger
- However perceptive we become about what can anger us, we still do get angry once in a while. Here are
four steps to help you deal with your own anger.
- The Loopy Things We Do at Work
- At the end of the day, your skill at finding humor inside the dull and ordinary can make the difference
between going home exhausted and going home in a strait jacket. Adopting a twisted view of the goings-on
might just help keep you untwisted.
- The Injured Teammate: I
- You're a team lead, and one of the team members is very ill or has been severely injured. How do you
handle it? How do you break the news? What does the team need? What do you need?
- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
when groups fail even to consider changing something that everyone would agree needs changing.
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often?
One cause might be cognitive biases that make us more receptive to expansion than contraction.
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.
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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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