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.

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:

Hurtful Clichés: II

Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Here's Part II of a series exploring some of these clichés.

Peek-a-Boo and Leadership

Great leaders know what to say, what not to say, and when to say or not say it, sometimes with stunning effect. Consistently effective leadership requires superior empathy skills. Here are some things to do to improve your empathy skills.

Good Change, Bad Change: I

Change is all around. Some changes are welcome and some not, but when we distinguish good change from bad, we often get it wrong. Why?

Confirmation Bias: Workplace Consequences Part I

We continue our exploration of confirmation bias, paying special attention to the consequences it causes in the workplace. In this part, we explore its effects on our thinking.

Top 30 Indicators That You Might Be Bored at Work

Most of the time, when we're bored at work, we know we are. But sometimes, we're bored and we just don't realize it. Here are some indicators of boredom that might escape some people's notice.

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

Forthcoming issues of Point Lookout

Coming April 14: What Micromanaging Is and Isn't

Micromanaging is a particularly dysfunctional pattern of management behavior, involving interference in the work others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult. Available here and by RSS on April 14.

And on April 21: Choice-Supportive Bias

Choice-supportive bias is a cognitive bias that causes us to evaluate our past choices as more fitting than they actually were. The erroneous judgments it produces can be especially costly to organizations interested in improving decision processes. Available here and by RSS on April 21.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGBFYqdeDxZESDSsjner@ChacmtFQZGrwOdySPdSsoCanyon.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

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 June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.