Wacky Words of Wisdom: V

We've all heard them, starting before we could talk. We call them adages or words to live by. Outside our awareness, we do try to live by them, even though we know they aren't 100% true. To free ourselves, to open new possibilities and to recognize choices that might otherwise remain hidden, let's examine some of these slogans carefully. Here's Part V of an ongoing series.

Names can never hurt me

Possibly true in the schoolyard, but surely false at work. Perhaps the name itself can't hurt, but if the name enhances the distribution of a false belief about you, and people act on that belief in ways that harm you, then the name can hurt. False assertions, rumors, aspersions, slurs, and slander are harmful and dangerous.

Ignoring rumors and other falsehoods can appear to others to be a tacit admission that they're true. See "Responding to Rumors," Point Lookout for April 24, 2002, for suggestions for dealing with rumors.

Never give up hope

Remaining hopeful can be a successful approach to life, if what we hope for is always realizable. But most people, at some point in their lives, hold out hope for something that isn't realizable. For example, I found myself at one point hoping that my boss would stop being such a jerk. Despite my most fervent hopes, he remained a jerk.

Giving up hoping for something that can never happen is wise. Be willing to adjust what you hope for if you're certain enough that what you've been hoping for is no longer realizable. Pick a new hope — something even more wonderful than the old hope.

No committee ever created anything truly innovative

A hint that this adage is false is its breathtaking generality. But even if we were to tone it down, we can easily imagine developing a powerful group ideation process that properly trained groups could use effectively.

We humans "Names can never hurt me"
in the schoolyard, maybe.
But they can certainly
hurt at work.have a long history of superior performance when we work together. It's a defining characteristic of our species. What doesn't work so well is unstructured problem solving by loosely defined groups. If a group finds the right way to work together, its performance can amaze.

Competition is the only path to superior performance

Healthy, respectful competition can bring out the best in us. Unhealthy, cutthroat competition can bring out the worst. Some people thrive on competition; others don't. Certainly some competitions have produced results of unquestionable value, while others have produced results of significantly lesser value.

Competition isn't inherently good or bad. Whether it's a good choice for a working environment depends on the objective, the resources available, and the people involved. When the objective is challenging, when resources are limited, and when the people know how to cooperate, collaboration will likely produce better results than competition.

Subscribing to over-generalized beliefs is like closing the doors to the rooms in your home. If you open the doors, you magically get more space. First in this series   Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

For more examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: II," Point Lookout for June 6, 2012, "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, "Wacky Words of Wisdom: IV," Point Lookout for August 5, 2015, and "Wacky Words of Wisdom: VI," Point Lookout for November 28, 2018.

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 Personal, Team, and Organizational Effectiveness:

Abraham, Mark, and Henny

Our plans, products, and processes are often awkward, bulky, and complex. They lack a certain spiritual quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make things so complicated?

TINOs: Teams in Name Only

Perhaps the most significant difference between face-to-face teams and virtual or distributed teams is their potential to develop from workgroups into true teams — an area in which virtual or distributed teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.

Be With the Real

When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed that we lose awareness of the real and the important. Here are some suggestions for being with the Real.

Self-Serving Bias in Organizations

We all want to believe that we can rely on the good judgment of decision makers when they make decisions that affect organizational performance. But they're human, and they are therefore subject to a cognitive bias known as self-serving bias. Here's a look at what can happen.

Creating Toxic Conflict: I

Many managers seem to operate as if their primary goal is to create toxic conflict among their subordinates. Here's a collection of methods for sowing toxic conflict that can help bad managers become worse managers.

See also Personal, Team, and Organizational Effectiveness and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Coming January 26: Cyber Rumors in Organizations

Rumor management practices in organizations haven't kept up with rumor propagation technology. Rumors that propagate by digital means — cyber rumors — have longer lifetimes, spread faster, are more credible, and are better able to reinforce each other. Available here and by RSS on January 26.

And on February 2: The Risk of Astonishing Success

When we experience success, we're more likely to develop overconfidence. And when the success is so extreme as to induce astonishment, we become even more vulnerable to overconfidence. It's a real risk of success that must be managed. Available here and by RSS on February 2.

Coaching services

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