The Hawthorne Effect, the Heisenberg Uncertainty Principle, and the Pygmalion Effect are three examples of observer effects — phenomena that describe how observers interact with the systems or people they observe. We usually think of these effects as bad news, because they create outcomes different from what we were intending.
For instance, the Hawthorne Effect causes the system we're measuring to change its behavior, which can create paradoxical measurement results. See "Getting Around Hawthorne," Point Lookout for October 2, 2002, for more.
But observer effects can work to our advantage, too. In some ways, having a coach is like having an observer who watches your inner process. When you know you'll be talking to your coach next week, you just might be a little more careful about some of the choices you make this week.
Observing yourself is another way to exploit the observer effect. There's no easier way to do it than keeping a workplace journal, where you record anything you want about your experience of work. Here are some tips for successful workplace journaling.
- Choose your medium
- Some like to journal in a word processor; some prefer a blank book and a favorite pen or pencil. Choose deliberately. Do you like the feel of paper and ink? Or do you want to be able to search using the Find command?
- Let the writing slow you down
- If you're typing your journal, try typing slowly. If you're writing on paper, write carefully. Let the act of writing slow your thinking, to help you see things differently. Thinking slowly about the events of the day is like visiting a familiar place on foot, instead of by car — you see more.
- Write as if to your future self
- Thinking slowly about
the events of the day
is like visiting a familiar place
on foot, instead of by car
- Like all good writing, both the writer and the reader benefit from a journal, but only if the writer keeps the reader in mind. For your journal, your reader is yourself, some months from now. Write to that person.
- Record why and why not
- Record why you made the choices you did, and why you didn't make the choices you didn't. This kind of information makes interesting reading six months from now.
- Read the old entries
- To get the full value of the observer effects, from time to time you have to read what you've written. Notice patterns. Think about (and write about) what you might change about yourself to displace patterns you don't like, or what to keep to re-enforce the patterns you do like.
If you don't already journal regularly, here's an idea for an entry: write about the thoughts that came to you as you were reading this little essay. What did you like about the idea of a working journal? If you were to start one, what would you like to have happen? Top Next Issue
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
One caution: If you decide to keep your journal at work, be certain that you comply with your employer's document retention and destruction policies. You might want to keep your journal at home.
For an example of something you might want to put in your working journal, suppose you were trying acquire skill in using indirectness. You might record in your journal any incidents you observed where someone used indirectness deftly and to good effect. Or you might record your own attempts or missed opportunities, along with short discussions of how you could improve.
Working journals are also useful if you're aiming for a promotion. See "How to Get Promoted in Place," Point Lookout for August 23, 2006, and "How to Get a Promotion in Line," Point Lookout for September 13, 2006, for more.
Your comments are welcomeWould you like to see your comments posted here? rbrenfPisQwhtshXzxJVvner@ChacUYLEiQVcXCoqJzufoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Express Your Appreciation and Trust
- Some people in your organization have done really outstanding work. You want to recognize that work,
but the budget is so small that anything you could do would be insulting. What can you do? Express your
Appreciation and Trust.
- The Hypothetical Trap
- Politicians know that answering hypothetical questions is dangerous, but it's equally dangerous for
managers and project managers to answer them in the project context. What's the problem? Why should
you be careful of the "What If?"
- If Only I Had Known: I
- Have you ever regretted saying something that you wouldn't have said if only you had known just one
more little fact? Yeah, me too. We all have. Here are some tips for dealing with this sticky situation.
- Ethical Debate at Work: II
- Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others,
but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates
toward wise outcomes.
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfPisQwhtshXzxJVvner@ChacUYLEiQVcXCoqJzufoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.