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
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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.
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More articles on Emotions at Work:
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- Working together under stress, we do sometimes hurt each other. Delivering apologies is a skill critical
to repairing those hurts and maintaining our relationships.
- Why Dogs Wag Their Tails
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guess a dog's mood, even though dogs can't speak. Perhaps what's more amazing is that it's so difficult
to guess a person's mood, even though humans can speak.
- Hot and Cold Running People
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and postures? Think again. Body language is much more complex and ambiguous than many would have us believe.
- Unintended Consequences
- Sometimes, when we solve problems, the solutions create new problems that can be worse than the problems
we solve. Why does this happen? How can we limit this effect?
- How to Prepare for Difficult Conversations
- Difficult conversations can be so scary to contemplate that many of us delay them until difficult conversations
become impossible conversations. Here are some tips for preparing for difficult conversations.
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- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
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