The meeting ran over by about five minutes, just long enough to make most of them late to their 11ams. So the room emptied quickly, leaving Spencer alone with the meeting chair, Lynne. Lynne asked, "Help me take down the flip charts?"
"Sure," he said, "no problem."
"I wanted to talk to you, too," she said. "I really felt that you weren't being very helpful today."
Spencer felt somewhat shocked at first, but then it came to him — it was probably Metronome. Still, he didn't want to let her see that he knew what it was. "Oh? In what way?"
They now had all the flip chart sheets flat on the table, and Lynne sat down in her chair. Spencer sat down across the table from her.
"When you brought up the Metronome interface," she said.
"Oh, that," he said. "It just seemed to me that the rest of the meeting depended on it."
We have a tendency
to explain the behavior
of others in terms of
than contextLynne felt her frustration building. "But I explained all that in my email yesterday. And you went ahead anyway. That's what bothers me."
Lynne has now dug herself into a neat hole. She is assuming that Spencer saw her message, and she feels that he disregarded it. In fact, he never did receive it, and he was unaware of the change in the agenda.
Lynne's error is perfectly human. It's so common that it even has a name — the Fundamental Attribution Error (FAE). As humans, we have a tendency to explain the behavior of others on the basis of disposition or character, rather than context or the actions of third parties. Probably this happens because we understand the internal motives of others more easily than we understand the complex situations they face. That's reasonable, because we usually have only vague information about how situations look to others.
For example, Lynne was completely unaware that Spencer had been having chronic email problems. Customer reports are routed to a list he has to subscribe to, and his inbox suffers from chronic bloat, which has exposed a bug in the email client they all use. Lynne attributed Spencer's behavior to a deliberate choice, but he might have made another choice if he had been aware of the change in the agenda.
An American Indian proverb captures the idea of the FAE most elegantly: "Don't judge a man until you've walked two moons in his moccasins." To help you remember the Fundamental Attribution Error, get a pair of baby moccasins. Baby shoes will do, too. Put one on your desk or on top of your computer monitor and the other in your car. Only you will know what they mean, because everyone else who tries to figure out their meaning will make the Fundamental Attribution Error. Top Next Issue
For more about the Fundamental Attribution Error, see Gladwell, Malcolm, The Tipping Point: How Little Things Can Make a Big Difference. Boston: Back Bay Books, 2002. p. 160-163. Order from Amazon.com.
For more articles about the Fundamental Attribution Error and its applications, search this site.
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More articles on Emotions at Work:
- The Tweaking CC
- When did you last receive an email message with a "tweaking CC"? Probably yesterday. A tweaking
CC is usually a CC to your boss or possibly the entire known universe, designed to create pressure by
exposing embarrassing information.
- 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?
- Some Subtleties of ad hominem Attacks
- Groups sometimes make mistakes based on faulty reasoning used in their debates. One source of faulty
reasoning is the ad hominem attack. Here are some insights that help groups recognize and avoid this
class of errors.
- Human Limitations and Meeting Agendas
- Recent research has discovered a class of human limitations that constrain our ability to exert self-control
and to make wise decisions. Accounting for these effects when we construct agendas can make meetings
more productive and save us from ourselves.
- On Differences and Disagreements
- When we disagree, it helps to remember that our differences often seem more marked than they really
are. Here are some hints for finding a path back to agreement.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. 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.