
Space Shuttle Columbia, during the launch of its final mission, STS-107, on January 16, 2003. The vehicle and all aboard were lost on reentry on February 1. An inverstigation board was convened, the Columbia Accident Investigation Board (CAIB), and among their findings was identification of a cultural pattern within NASA that led to mission managers systematically rejecting the advice of safety professionals. The CAIB had expected to find safety deeply involved at every level of Shuttle management, but it found instead that: "Safety and mission assurance personnel have been eliminated, careers in safety have lost organizational prestige, and the Program now decides on its own how much safety and engineering oversight it needs." Other priorities were found to outweigh safety, among them budgetary and political factors.
In your organization, you might discover that factors that are supposedly secondary actually are dominant. Photo courtesy U.S. National Aeronautics and Space Administration.
Rejecting advice from an expert in the domain in question can be tricky, especially if it was solicited. Tricky it may be, but human beings are oh so inventive. Here's a short catalog of techniques advice rejectors use to save themselves from victory and insert themselves between the jaws of defeat.
- Assert that the problem at hand is unique
- Assertions of uniqueness help rejectors by narrowing the field of qualified experts, potentially to zero. But even if all experts can't be eliminated, and advice cannot be avoided, asserting that the problem is unique can justify rejecting the advice.
- Uniqueness claims can center on almost anything. Examples include technology, unusual group dynamics, physical or financial scale, legal or international political issues, cultural clashes, and complexity.
- Sow suspicion of the motives of experts
- This tactic is most useful with respect to a specific expert, because research about the character and past activities of the expert can reveal material that can discredit or disqualify him or her. It almost always works, because everyone has a past, and the past can be "spun."
- Ruling out experts who have worked for competitors is a favored approach, because most have done so. Experts who have taken public positions on issues, and then changed those positions as they gained more experience, or as conditions evolved, might be doubted for having changed. Paradoxically, it is the expert who has never changed a public position who is the least likely to be able to adapt to changing conditions.
- Attack the characters of the experts
- Once the list of potential Rejecting advice from an expert
in the domain in question
can be tricky, especially if
it was solicitedexperts emerges, rejectors can begin to question the character and/or the expertise of the experts. Their goal is to disqualify any expert who might effectively threaten the rejectors' agenda. - Experts can be faulted for youth and lack of experience; for age and outmoded expertise; for excessive fame, fees, and caseload; for inadequate fame and inexperience; or for past forensic activity. Almost any charge is possible.
- Seduce with simplicity
- By claiming that the problem confronting the group is actually very simple, and susceptible to "common-sense approaches," the rejector attempts to seduce the group into believing that the expert's advice is at least unnecessary and possibly irrelevant.
- Claims of simplicity often include ridicule of those who advocate more nuanced views of the problem. If solving the problem is actually beyond the group's abilities, claims of simplicity, asserted confidently enough, can be very effective because of the Dunning-Kruger Effect. [Kruger 1999]
Ironically, groups tend to be more susceptible to these tactics in the context of more difficult problems. The greater their dread of the problem, the more welcome is the rejector's message that experts are unnecessary, or that they have little to contribute. Rejection of advice is most likely when advice is needed most. First in this series Top
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For more about the Dunning-Kruger Effect, see "The Paradox of Confidence," Point Lookout for January 7, 2009; "Devious Political Tactics: More from the Field Manual," Point Lookout for August 29, 2012; "Overconfidence at Work," Point Lookout for April 15, 2015; "Wishful Thinking and Perception: II," Point Lookout for November 4, 2015; "Wishful Significance: II," Point Lookout for December 23, 2015; "Cognitive Biases and Influence: I," Point Lookout for July 6, 2016; "The Paradox of Carefully Chosen Words," Point Lookout for November 16, 2016; and "Risk Acceptance: One Path," Point Lookout for March 3, 2021.
Footnotes
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Names and Faces
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difficulty remembering the names of others, especially those we don't know well. How can we get better
at connecting names and faces?
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to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?
Mitigating Outsourcing Risks: II
- Outsourcing internal processes exposes the organization to a special class of risks that are peculiar
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The Utility Pole Anti-Pattern: II
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See also Personal, Team, and Organizational Effectiveness and Problem Solving and Creativity for more related articles.
Forthcoming issues of Point Lookout
Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
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