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.
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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.
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More articles on Personal, Team, and Organizational Effectiveness:
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- Sometimes companies or projects get into trouble, and "fires" erupt one after another. When
this happens, we say we're in "firefighting" mode. But it's more than a metaphor — we
have a lot to learn from wildland firefighters.
- Virtual Communications: II
- Participating in or managing a virtual team presents special communications challenges. Here's Part
II of some guidelines for communicating with members of virtual teams.
- The Questions Not Asked
- Often, the path to forward progress is open and waiting, but we don't recognize it, or we convince ourselves
it isn't there. Learning to see what we believe isn't there is difficult. Here are some reasons why.
- Risk Management Risk: I
- Risk Management Risk is the risk that a particular risk management plan is deficient. It's often overlooked,
and therefore often unmitigated. We can reduce this risk by applying some simple procedures.
- Take Charge of Your Learning
- Many of us let others set our learning agendas — peers, employers, or the mass media. But you
can gain much both personally and professionally by setting your own learning agenda.
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
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- 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.