Sandy unlocked and opened the driver's side door, pushed the button to unlock the passenger door for Ed, and they both hopped into the car. They buckled up silently, while Sandy started the engine, put the car in gear, and moved out of the parking space toward the parking lot exit. Sandy felt it was best to wait for Ed to speak.
Finally, Ed did. "Well, at least it's over."
Sandy tried to be both supportive and honest. It was difficult: "Yes, it is over."
More silence. At a stoplight, Ed added, "If Alton hadn't made me so nervous, I could have explained the problem more clearly."
Ed's model of what went wrong is that Alton's actions made him nervous, and that caused his failure to perform. Perhaps. But we hear these explanations more often than they actually apply. Here are some other similar explanations:
- My boss is driving me nuts
- You made me so mad
- She destroyed my self-esteem
- I couldn't get a word in edgewise
- He left me no choice
In most cases,
these explanations
are invalidIn most cases, these explanations are invalid. Let's suppose that Ed believes that his boss is driving him nuts. Unless his boss has him incarcerated or physically restrained, it's an unlikely scenario. To actually drive someone nuts requires great skill and significant time and resources.
It's more likely that his boss is doing some things that are pretty abusive, and that Ed is using those things to drive himself nuts. If that's what's happening, all Ed has to do to keep from going nuts is to stop doing that.
When we tell ourselves that someone else is doing it, we're telling our brains to look in the wrong place for the cause. That way, we can do what we want to ourselves without getting caught at it.
In a strange way, believing that other people have direct control over us is very liberating. It frees us to harm ourselves without feeling guilty or stupid about doing it. So for instance, if my boss is saying horrible things about me in front of others, I can use that to destroy my own self-esteem, and gain an excuse to eat cheeseburgers with fries, which is what I really wanted to do. Then I can blame my boss for making me sick and fat. The reality is much simpler: I ate the cheeseburgers myself. And the fries.
And there's another neat trick — we not only relieve ourselves of responsibility for our own actions, but we also "escape" responsibility for dealing with the consequences.
I have a small metal mirror on my desk. It's a memento with other meanings, but it also reminds me that when I want to shift responsibility to others, I ought to check my own choices first. If you get something similar for yourself, please don't think I made you do it. Top
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
My Right Foot
- There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned
recently when I temporarily lost some of my independence.
Guidelines for Sharing "Resources"
- Often, team members belong to several different teams. The leaders of teams whose members have divided
responsibilities must sometimes contend with each other for the efforts and energies of the people they
share. Here are some suggestions for sharing people effectively.
No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after
outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness
of many organizational processes, including both performance appraisal and project retrospectives.
Performance Mismanagement Systems: I
- Some well-intentioned performance management programs do more harm than good, possibly because of mistaken
fundamental beliefs. Specifically: the fallacy of composition, the reification error, the myth of identifiable
contributions, and the myth of omniscient supervision.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
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And on April 9: Defining Workplace Bullying
- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
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