In the first part of this discussion, we explored two factors that can distort our assessment of the goodness of a change — circumstantial complexity and superficial simplicity. Let's now explore three social factors that can lead us to misjudgments just as significant.
- Aversion to coercion
- Some changes are thrust upon us. When the agent of change is another person, or a group of people, some of us experience resentment of the change agent. We sense the limits of our autonomy, and instead of focusing on the larger problem of expanding our freedom, or accepting and understanding its limits, we vilify the change agent.
- When we perceive that the change agent benefits from the change they've thrust upon us, this vilification can be especially intense. We question the change agent's motives, or we focus on the supposed malevolence of the change agent. We don't really try to understand the change or assess it objectively.
- Attraction to charisma
- In some instances, when we regard the agents of change with affection, respect, or awe, our feelings for them can overwhelm our aversion to coercion. We accept the change without resentment — even without critical thought.
- When this happens, we sometimes confuse the change with its agent. Because we trust the change agent, we fail to apply appropriate critical standards when we assess the goodness of the change. Advertisers, political candidates, and others interested in influencing the opinions of large populations often exploit this fallibility.
- Group affiliation and disaffiliation
- Groups with which we seek affiliation, or seek to maintain affiliation, can influence our decisions about the value of a change, as they can influence other decisions. If we feel that supporting a change might threaten an affiliation we value, we're less likely to support it. In some cases, this bias can be internalized. That is, outside our awareness, our desire for the affiliation can influence our assessment of the goodness of a change.
- A desire Groups with which we seek affiliation,
or seek to maintain affiliation,
can influence our decisions about
the value of a changefor disaffiliation or distancing can have a similar effect, except that the judgments we make are more likely to be opposed to the stances of the groups in question. In disaffiliation, the process is more akin to if-they-want-it-then-I-don't. Both the desire to affiliate and the desire to disaffiliate can interfere with clear, critical thinking.
- Although this mechanism is sometimes known as "peer pressure" or "social pressure," the use of the word pressure evokes a sense of coercion, which isn't always accurate. Often, when our desire for group affiliation affects our assessments of a change, and when we're unaware of the emotional importance of the affiliation, we feel autonomous and free, rather than coerced.
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More articles on Organizational Change:
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our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting
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- The True Costs of Cost-Cutting
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- The Passion-Professionalism Paradox
- Changing the direction of a group or a company requires passion and professionalism, two attributes
often in tension. Here's one possible way to resolve that tension.
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
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