Sometimes we notice behavior that leads us to believe that the behaver has a "big ego." What do we mean by this? A big ego is something that afflicts many people other than us. Usually, we're referring to behavior that we believe overvalues the behaver relative to others, often to an extreme extent. Some typical examples: always sitting in the power seat in the room, demanding control of the agenda, insisting on a specific time or place for a meeting, or dismissing the contributions of others in unnecessarily insulting ways.
The concept of big ego is itself intriguing, because the ego is an abstraction. You can't actually perform surgery on somebody (or autopsy their corpse) and locate the ego — it isn't a body part in the sense of, say, the hippocampus or the spleen. When we use the term "big ego" we're using a metaphor in which we're saying that the ego is a physical thing that can have size. It isn't physical, it can't have size, and the metaphor is therefore misleading. (See "Metaphors and Their Abuses" and "The Reification Error and Performance Management," Point Lookout for September 28, 2011, for more)
The behaviors we identify as demonstrating ego bigness are essentially assertions of relative status. The behavers are doing things that express the idea that their own status — social, financial, intellectual, etc. — exceeds the status of others.
But even in terms of the metaphor, we might be getting it wrong, as is often the case with metaphors. When people behave in the big-ego mode, they might actually be expressing a "tiny ego" perspective. That is, the need to assert superior status so exuberantly might actually result from a sense of low status — in metaphorical terms, tiny ego.
People so afflicted The behaviors we identify as
demonstrating ego bigness
are essentially assertions
of relative statusmight not be trying to express their superior status. Instead, they might be seeking shelter from their own perceived inferior status by adjusting their own view of how others see them.
When we observe big-ego behavior from this perspective, strangely, it's much less irksome. Instead of experiencing offense or anger, we can experience sympathy or pity. Instead of teetering on the edge of "losing it" we can find a sense of peacefulness and calm.
This kind of confusion — misreading tiny-ego behavior as big-ego behavior — occurs elsewhere, too. It's a result of the ambiguity of the outward manifestations of feelings, or affect. That is, when we try to interpret someone's affect, we sometimes draw incorrect conclusions. We confuse, for example, cold aloofness with temerity or shyness. Aloofness and shyness are quite distinct, but the behaviors associated with them are less so. And interpreting behavior is one place where we go so wrong so often.
Judgments about the psychic state of others based only on what they present to us voluntarily, whether they're aware of it or not, is risky business. And framing those judgments in terms of popular metaphors is riskier still. Go slow. Know before you leap. Top Next Issue
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Related articles
More articles on Emotions at Work:
- Reverse Micromanagement
- Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the
reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action
isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.
- What Enough to Do Is Like
- Most of us have had way too much to do for so long that "too much to do" has become the new
normal. We've forgotten what "enough to do" feels like. Here are some reminders.
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- Directed Attention Fatigue
- Humans have a limited capacity to concentrate attention on thought-intensive tasks. After a time, we
must rest and renew. Most brainwork jobs aren't designed with this in mind.
- Contribution Misattribution
- In teams, acknowledging people for their contributions is essential for encouraging high performance.
Failing to do so can be expensive. Three patterns of contribution misattribution are especially costly:
theft, rejection/transmigration, and eliding.
See also Emotions at Work and Emotions at Work for more related articles.
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- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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