Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 34;   August 23, 2017: Look Where You Aren't Looking

Look Where You Aren't Looking

by

Last updated: August 8, 2018

Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events?
September 11, 2001 attacks in New York City

September 11, 2001 attacks in New York City: View of the World Trade Center and the Statue of Liberty. Photo by U.S. National Park Service, courtesy Wikimedia.

When adverse events occur, whether personal or work-related, surprise or shock or emotional paralysis are common reactions. Along with the pain, a meta-pain can appear. We think, "I knew that could happen," or "How could I have let myself fall for that again?" or "Why wasn't I ready for that?" In a usually vain attempt to alleviate the meta-pain, we blame others, relieving ourselves of responsibility for being unprepared.

Clever, perhaps, but meta-pain often persists. Setting the incident aside and moving on might feel better in the short run, but doing so bypasses an opportunity to learn how to look where you aren't looking.

An example: Over coffee, you and Chris, a colleague, are discussing problems you both have managing Evan. He's usually late to meetings, and frequently unprepared. You ask Chris for advice. She asks for details, which seems reasonable. You provide details. Next day, Evan's supervisor Ilene calls, asking why you're complaining about Evan to others, instead of bringing the problem to Ilene's attention.

You could have asked Chris for confidentiality, which you did not. You could have adjourned to a more private place for the discussion, which you did not. Neither measure would have provided complete safety, but both would have been prudent.

This is a minor example of a mildly adverse event. A little care would likely have prevented it, but some adverse events are beyond controlling. How can we be better prepared for adverse events? Ask yourself:

"What don't I like to think about?"
Knowing what you're averse to considering helps in overcoming the aversion. Some dislike thinking that people they trust might violate confidences. Some dislike pondering complex situations cloaked in uncertainties. Some dislike secrecy or needing privacy for delicate conversations.
Denying Denying what you must consider, just
because you dislike considering it,
doesn't reduce its importance.
what you must consider, just because you dislike considering it, doesn't reduce its importance. Either find a path to acceptance, or find a new situation in which such things are less significant.
"What preparations don't I like to make?"
Having accounted for the necessary considerations, the next step is preparing for eventualities. That entails accepting that adverse events might occur. Some find it comforting to ignore the necessity of preparation.
Denying the need to take steps doesn't reduce the need to take steps. Noticing denial is often enough to end it.
"What might I lose if I prepare?"
Some believe that thinking about adverse events causes them.
While a positive attitude can indeed improve one's performance, merely considering what can go wrong need not make for a negative attitude, because adopting a negative attitude takes extra effort. Truly preparing for hardship is possible only if there is determination to make things go right.

We can't foretell the future, but of one thing we can be certain: an adverse event will happen. What are you prepared to do about it? Go to top Top  Next issue: They Just Don't Understand  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.

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 Workplace Politics:

I'm glad he isn't my bossThere Are No Micromanagers
If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.
The Declaration of IndependenceMore Stuff and Nonsense
Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.
The reverse side of the U.S. quarter dollar coin issued in 2000, honoring the state of New HampsireHow to Undermine Your Boss
Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for "How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this one's for you.
Then-Capt. Elwood R. Quesada who became commanding general of the 9th Fighter Command in operation OverlordGroup Problem-Solving Tangles
When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.
An actual deck chair recovered from the sunken liner TitanicThe Deck Chairs of the Titanic: Obvious Waste
Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.

See also Workplace Politics and Workplace Bullying for more related articles.

Forthcoming issues of Point Lookout

What an implicit interrogation can look likeComing November 27: Implicit Interrogations
Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
Benches at the beachAnd on December 4: Implicit Interrogation Tactics
When one person tries surreptitiously to extract information from another at work, an implicit interrogation is taking place. Here are seven tactics that people use to interrogate others without revealing what they're doing. Available here and by RSS on December 4.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:

Reprinting this article

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 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 The
Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.