More Stuff and Nonsense

An aphorism is a concise statement widely believed to be valid, and often quoted. Aphorisms are a little more credible than adages, probably less widely quoted, and usually less clever. But the two are only subtly different, and one person's adage might well be another's aphorism.

Aphorism or adage, though, they're probably all wrong if you think carefully enough. Here are a few examples that cause mischief at work.

There's an exception to every rule

Let's assume this one is true. Then, since the statement itself is a rule, an exception must exist, and therefore there exists a rule that has no exceptions. Since that contradicts the original rule, the statement must be false.

What goes around comes around

The idea here is that there is absolute justice in the world — that if you do right (wrong), then right (wrong) will eventually come back to you. This is simply wishful thinking. The world is way more random than that, and bad guys often go unpunished. There is some justice, but it's imperfect.

Too many cooks spoil the broth

This one is the basis of a belief that beyond a certain maximum number of "decision-makers," failure is inevitable. Even allowing that the maximum number might be task-dependent, this belief is often used to exclude the powerless from decisions. That's tragic, because in the real world, from science to banking to politics, people outside the dominant group are often the greatest innovators.

Many hands make light work

Maybe this is true when we're haying or cleaning dairy barns or picking apples, but it probably isn't true when we're writing software or designing a political campaign or performing brain surgery. Knowledge work is different.

If it ain't broke, don't fix it

Aphorism or adage — they're
probably all wrong if you
think carefully enough

The problem here is the definition of "broke." In the modern workplace, most products, processes, and policies do function well, and most also have defects. The acceptability of their performance is subjective. The question is whether the likely benefits of improvement are worth the risk.

You can't teach an old dog new tricks

We use this belief to justify exclusion or termination of older, more experienced employees — if we want to. But when we're looking for a high-value executive or key contributor, we insist on hiring only the most experienced people who have done something similar before. You can't have it both ways.

Never trouble trouble 'til trouble troubles you

This piece of advice is a cousin of "Ain't Broke," but it's more specific. It allows that some things are broken, but if they don't harm you directly, it's best to let them go. In this modern, tightly networked world, waiting for trouble to trouble you directly could be a losing strategy.

Perhaps a true aphorism exists, and I just haven't run into it yet. I never say never.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

For more about the painting, Declaration of Independence, see the article by David McCullough, "An Icon's Secret: How John Trumbull's revered depiction of July 4, 1776, mixes fiction and fact." In The Wall Street Journal, June 30, 2007; Page P1.

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Politics:

Rope-A-Dope in Organizational Politics

Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying it to workplace politics at the organizational scale.

Social Entry Strategies: II

When we first engage with a group at work, we employ social entry strategies to make places for ourselves to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of a little catalog of social entry strategies.

The Power and Hazards of Anecdotes: I

Anecdotes are short stories — sometimes just a single sentence. They're powerful tools of persuasion, but they can also be dangerous, to both anecdote tellers and anecdote listeners.

Anticipate Counter-Communication

Effective communication enables two parties to collaborate. Counter-communication is information provided by a third party that contradicts the basis of agreements or undermines that collaboration.

Columbo Tactics: II

This is Part II of a series showing how the less powerful can adapt the tactics of TV detective Lt. Columbo when they're interacting with the more powerful.

See also Workplace Politics, Critical Thinking at Work and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Coming April 24: Big, Complicated Problems

Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.

And on May 1: Full Disclosure

The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmihnuAZcltsXaHnEner@ChaccwBRPqDuIBWapHogoCanyon.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, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

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

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.