After we take in information from the world around us, we interpret it. For example, one (exceptionally simple) meaning of a message announcing an "all hands" meeting today at 3 PM might be, "The all hands meeting is at 3 PM." A more complicated interpretation, which also considers the manner of delivery of the announcement, might be, "This is a surprise meeting, on very short notice. Hmmm…"
Interpretation, the second stage of Jerry Weinberg's simplified version of Virginia Satir's Interaction Model of communication [Brenner 2015], is vulnerable to the effects of cognitive biases — systematic deviations from purely objective interpretation. These biases can be helpful, because they can lead us to important insights faster than objective, rational deduction can. And they can also mislead us, with serious and regrettable consequences.
Here's Part I of a little catalog of phenomena affecting interpretation in ways that contribute to wishful thinking.
- Optimism bias
- Among cognitive biases, one that's closely related to wishful thinking is optimism bias. It causes us to judge that, compared to others, we're less likely to experience a given undesirable event. Research suggests, albeit a bit less clearly, that optimism bias also causes us to believe that we're relatively more likely to experience a desirable event [Gouveia 2001]. Optimism bias can thus cause us to be more likely to accept (or discover) interpretations that are relatively favorable, and be less likely to accept (or discover) less favorable interpretations.
- For important matters, For important matters, proceed
slowly and thoughtfully when
making meaning of informationproceed slowly and thoughtfully when making meaning of information. Establish for yourself a minimum number of alternative interpretations required before you begin to focus on a single one. Because we rarely have trouble finding two interpretations, three or more alternatives seem to be necessary to compel thoughtful consideration. Teams and groups have advantages here, because their numbers help them develop alternatives more easily, especially if they can appoint a subgroup of "designated skeptics."
- Framing effects
- A framing effect is underway when the style, wording, or manner of presenting information affects how recipients interpret it. In the now-classic example, compare two descriptions of a medical procedure. The positive form: "It has significantly relieved 60% of patients." And the negative form: "It provided no significant relief for 40% of patients." These two descriptions have identical meaning, but patients listening to the positive form are more likely to elect the procedure. The "frame" affects how we interpret our observations. Framing effects are the basis of the "spin" techniques politicians and advertisers so often use.
- To control your own wishful interpretations, try reframing observations so as to elicit alternatives. The effort can reveal that your original interpretation might need broadening. Reframing exercises are relatively easier for teams and groups, because they inherently have multiple perspectives. One can even imagine devising a "reframing game."
We'll continue next time with several more phenomena that cause us to systematically interpret what people say or do, or information we receive, to be in alignment with our wishes. First in this series | Next in this series Top Next Issue
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More articles on Project Management:
- Project Improvisation as Group Process
- When project plans contact reality, things tend to get, um, a bit confused. We can sometimes see the
trouble coming in time to replan thoughtfully — if we're nearly clairvoyant. Usually, we have
to improvise. How a group improvises tells us much about the group.
- False Summits: II
- When climbers encounter "false summits," hope of an early end to the climb comes to an end.
The psychological effects can threaten the morale and even the safety of the climbing party. So it is
in project work.
- Ten Approaches to Managing Project Risks: I
- Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary
of the options for managing risk.
- Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
- Irrational Deadlines
- Some deadlines are so unrealistic that from the outset we know we'll never meet them. Yet we keep setting
(and accepting) irrational deadlines. Why does this happen?
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- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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