Fooling Ourselves

When we simultaneously hold two conflicting beliefs, values, or emotional responses, we're said to be in a state of cognitive dissonance. The theory of cognitive dissonance predicts that in such states, we're driven to resolve the dissonance, sometimes in unexpected ways. Aesop's fable of the fox and the grapes is a classic example. Upon discovering some grapes hanging out of reach, and failing to retrieve them after much effort, the fox decides they aren't worth eating, whence comes our metaphor, sour grapes. The fox resolves the dissonance between its desire for grapes and its unwillingness to acknowledge its failure, by removing — without evidence — the desirability of the grapes.

Here are two examples of applying cognitive dissonance theory to workplace behavior.

If you can't do it, we'll find somebody who can

Upon being told that a task is impossible, some supervisors respond with this threat: Do what I ask, or I'll replace you. But it's far more sophisticated than a simple threat. In adhering to the position that the task is impossible, the subordinate would risk a demonstration that someone else is more capable. Since most people would find that outcome deeply troubling, the supervisor is here attempting to place the subordinate in a cognitively dissonant state. For the subordinate, the two conflicting thoughts are (a) the task is impossible and (b) my supervisor is implying that someone else can complete the task, and is therefore more capable than I.

There are at least Some organizations remain
committed to failed
efforts even though
they've clearly failedthree ways out. First, the subordinate can let the supervisor find a replacement, which could potentially lead to demonstrated success and the subordinate's termination. Second, the subordinate can look for alternative employment, while pretending to accept the impossible task. Third, the subordinate can decide that the task is possible. Most choose the latter, because the first two choices are so unpleasant.

Good money after bad

Some organizations remain committed to failed efforts even though they've clearly failed. Two common explanations for such behavior are that the advocates of the effort have a personal interest in continuing the effort, or that they've "lost their objectivity." These mechanisms sometimes apply, but cognitive dissonance can also be important.

Persisting in failed efforts can arise from dissonance between two ideas. First, there is the cherished vision of long ago, namely that the now-failing effort would produce dramatic success. Second is the thought that the effort is indeed failing. To resolve this conflict, advocates of failed efforts can accept failure, and then find a way to believe that their vision capabilities remain powerful, which can be difficult to prove. Alternatively, they can reject the evidence of failure. Many choose the latter, and for them, the project continues. To make that choice, they must find justifications, some of which are both transparently self-serving and transparently incorrect.

Three common explanations of the resolution behavior associated with cognitive dissonance are stupidity, lying, and hypocrisy. All are valid at times, but they're probably overused. Cognitive dissonance is at work at least some of the time.  Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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 Emotions at Work:

When You Need a Lift

When we depend on praise, positive support or consumption to feel good, we're giving other people or things power over us. Finding within ourselves whatever we need to feel good about ourselves is one path to autonomy and freedom.

Ethical Influence: II

When we influence others as they're making tough decisions, it's easy to enter a gray area. How can we be certain that our influence isn't manipulation? How can we influence others ethically?

Fill in the Blanks

When we conceal information about ourselves and our areas of responsibility, we make room for others to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.

Sixteen Overload Haiku

Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it is not to be overloaded. Here's a contemplation of the state of overload.

Why Scope Expands: I

Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction, has no accepted name, and is rarely seen. Why?

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming May 14: Working with the Overconfident

A cognitive bias known as the Overconfidence Effect causes us to overestimate the reliability of our judgments. Decisions we make based on those judgments are therefore suspect. But there are steps we can take to make our confidence levels more realistic, and thus make our decisions more reliable. Available here and by RSS on May 14.

And on May 21: Mismanaging Project Managers

Most organizations hold project managers accountable for project performance. But they don't grant those project managers control of needed resources. Nor do they hold project sponsors or other senior managers accountable for the consequences of their actions when they interfere with project work. Here's a catalog of behaviors worth looking at. Available here and by RSS on May 21.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenDJpmhgyaDTwBQXkhner@ChacmGoYuzfZpOvDQdRkoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info