In the world of entertainment, it's easy to distinguish right from wrong, good from bad, and beautiful from ugly. That's part of what makes entertainment entertaining, because it shields us from the cares and confusion and nuance of reality, and lets us enter a world of clarity and simplicity and thrilling success. But when we expect the same of the real world, we're choosing a path that leads to trouble.
The complexity of reality appears in almost everything we do at work — workplace politics, negotiations, making design trade-offs — even choosing friends and allies. We have to "take the good with the bad" so often that the phrase itself is a cliché. Accepting what we don't want as a means of getting what we do want isn't always hypocritical — rather, it can be an acknowledgement of the variety and complexity of the real world.
Little in life — some say nothing in life — is all good or all bad. Even that statement is mixed. It means that the most horrible events can have some good consequences — difficult as they might be to see at first. Just as there are trees whose seeds cannot germinate until fire chars their forests, there are projects that cannot find funding until bankruptcy threatens their companies.
And even the most wonderful events can have some bad consequences — unwilling as we might be to see them at first. Rain falling on arid land is the salvation of most of the plants it visits — except those living in the no-longer-dry arroyos that carry the inevitable flash floods. And successful market-dominating products can lead companies to concentrate on existing customers longer than they should, freezing those companies out of new opportunities until too late.
If we choose to, we can usually find the bad in any experience. That can be worthwhile, when finding it leads to learning, or when it helps us avert failure. It can also be wasteful, when focusing on the bad drains us of energy or leads us to miss whatever joy or thrill the experience offers.
Little in life — some
say nothing in life — is
all good or all badAnd we can also choose to emphasize the good of any experience. Sometimes the good is hard to find, or we must put some time or distance between the experience and ourselves to fully grasp the good. Finding that good can give the experience meaning, especially when the discovery requires real effort. But it can also insulate us from important lessons, when we reject the whole of the experience to accept only that good.
Few of us consistently make the right choices, grasping the good and the bad and the complexity of every situation. But in teams, almost certainly, someone has it right. Embrace your disagreements. Rely on each other for a true picture of reality. Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenzocxTZFMXaMUQBDfner@ChacvMwTnAbZqfcysWpvoCanyon.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:
- The Mind Reading Trap
- When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that
we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can
reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else,
that's a recipe for trouble.
- One Cost of Split Assignments
- Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin,
but that leads to split assignments for those with rare skills. Here's one way split assignments can
lead to higher costs.
- I've Been Right All Along
- As people, we're very good at forming and holding beliefs and opinions despite nagging doubts. These
doubts lead us to search for confirmation of our beliefs, and to reject information that might conflict
with our beliefs. Often, this process causes us to persist in believing nonsense. How can we tell when
this is happening?
- You Can't Control What Other People Think
- Ever think that the world would be a much better place if you could control what other people think?
Maybe it would be. And maybe not...
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenotfRmSEekLmIJMlmner@ChacPHlQLqyyApdkzQkBoCanyon.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
- 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.