Workplace Politics and Type III Errors

Statisticians identified Type I and Type II errors almost 70 years ago. In brief (possibly too brief), a Type I error is a false positive and a Type II error is a false negative. These mistakes can be costly indeed, but they are topics for other days.

The concept of Type III errors is based on a generalization of these first two. The approach I favor is that of Raiffa (see below), who identified Type III errors as those in which one solves the wrong problem correctly. This definition has wide applicability in the realm of workplace politics.

Consider an example. In my workshops I sometimes pose problems like this:

You're in charge of a large, innovative effort for your company, MegaBlunder. Similar but smaller and less complex efforts at MegaBlunder have used SupplierA with satisfactory but not stunningly successful results. Unfortunately, because of the size, complexity, and novelty of your effort, SupplierA cannot meet all your needs. SupplierB can, but because of a bad experience with SupplierB some years ago, there is a "soft" ban of SupplierB, and using them is deprecated. You believe on strong evidence that SupplerB's past is now behind it, but there's some political risk involved in selecting SupplierB. A review of your effort is scheduled for next week. What do you do?

Although this example is expressed in terms of supplier choice, other forms include choices of technologies, locations, markets, and people. We'll stay with the supplier example for concreteness.

Most people address such problems by devising strong defenses of their positions. They gather glowing references from customers of SupplierB, carefully researched evidence of the shortcomings of SupplierA's offerings, and evidence of the strength of SupplierB's offerings. They perform risk analyses of the two alternatives. PowerPoint slides galore. Sometimes it works.

And sometimes not.

Troubles with We are committing a
Type III error when
we correctly solve
the wrong problemcontent-based approaches arise when these approaches comprise Type III errors. When the real problem is political, rather than one of supplier capability, these approaches are correct solutions to the wrong problem.

In our example, suppose that the basis of the ban on SupplierB was actually the damaged relationship between SupplierB's former CEO and MegaBlunder's former CEO. The excuse might have been a pattern of late deliveries, but trust was the real issue. Both CEOs have long since moved on, but the ban remained. A more suitable approach might involve consulting your network to gain a deeper understanding of the issue, and then, possibly with help from others on the executive team, working to remove the ban.

In other words, use politics to solve political problems. Use technology to solve technical problems. Don't use technology to solve political problems, or politics to solve technical problems. Avoid committing Type III errors.  Top    Next Issue

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Two useful sources:

Howard Raiffa. Decision Analysis: Introductory Lectures on Choices Under Uncertainty. New York: Mcgraw-Hill College, 1968. Order from Amazon.com

Ian I. Mitroff and Abraham Silvers. Dirty Rotten Strategies: How We Trick Ourselves and Others into Solving the Wrong Problems Precisely. Stanford, CA: Stanford University Press, 2010. Order from Amazon.com

aaa Order from Amazon.com BBB

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Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from both the politics of the joint leadership team and the politics of the organization hosting it.

See also Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming September 3: Contributions in Team Meetings: Advocating

An agenda in the form of an ordered list of topics might not provide an appropriate framework for a given meeting. For example, if A depends on B, and B depends on A, we must find a way to discuss A and B together in some orderly fashion. Here are some alternatives to linear, ordered agendas. Available here and by RSS on September 3.

And on September 10: Contributions in Team Meetings: Scoping

Some meetings focus on solving specific problems. We call them "working sessions." More often, we delegate problem solving to task teams, while meetings wrestle with the difficult task of identifying or "scoping" problems rather than solving them. Scoping discussions can be perilous. Available here and by RSS on September 10.

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