Functional fixedness is a cognitive bias that causes us to see in familiar things only their familiar uses. For example, the brine from a jar of hot cherry peppers is an excellent copper cleaner. This was probably an accidental discovery, because functional fixedness would probably prevent most of us from trying it without having heard of it.
The workplace provides opportunities for exploiting functional fixedness to disguise one's true motives. In Part I of this exploration we examined three ordinary actions that could be used for purposes other than what they seem. Here are about a dozen more. In some of them, the person deceived is the same as the person deceiving.
- Scheduling a meeting every week at a specific time to prevent others from scheduling meetings in that time slot
- As a meeting's Chair, adding an agenda item to consume time in a meeting, thus preventing the meeting from addressing a later agenda item you don't want to be addressed
- As a meeting participant, wasting time in a meeting — being repetitive, asking unnecessarily detailed questions long-windedly, and so on — to prevent the meeting from addressing a later agenda item
- As a meeting participant, raising an issue about a previously decided question to distract the group from another question that could prove uncomfortable for you
- As a meeting participant, asking that the agenda The workplace provides opportunities
for exploiting functional fixedness
to disguise one's true motivesitems be re-ordered, claiming that you feel that one of the later items is urgent, when your actual purpose is to delay the item you want to avoid until later in the agenda, past the time when you know you'll have to leave for another meeting
- Accepting an invitation to one meeting to have a reason to decline another meeting scheduled at the same time, and which you don't want to attend
- Acquiring a new piece of equipment (computer, mobile phone, headset, eReader, whatever) to make yourself "more efficient" when you're actually seeking distraction from work you find boring or otherwise unpleasant
- Stopping work and setting off down the hall for yet another cup of coffee for the same reason as the equipment thing
- Tackling Task A, which you like, to justify delaying Task B, which you don't like, and to trick yourself into believing you're too busy to take on Task B
- Volunteering to take responsibility for an undesirable but low-risk task to avoid being assigned responsibility for an undesirable and high-risk task
- Dressing one or two notches above usual and leaving work early, to create the impression that you're interviewing somewhere for a new job, when you actually aren't doing any such thing
- Asking a favor not to get the favor, but to determine whether the target would be willing to grant a favor
- Baiting, bullying, threatening, or harassing someone just before a meeting, possibly privately, in order to put her or him on edge when you attack less directly during the meeting. The hope is that their response will be disproportionate to your criticism, which to others will appear to be fair.
You've probably noticed that many of these ploys are similar — they're the same pattern applied to different situations. That's a good thing, because it simplifies the task of recognizing variations when people use functional fixedness to conceal their true objectives. Watch carefully — you might find examples of your own to add to this collection. If you do, please send them along. First in this series Top Next Issue
Is 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 welcomeWould you like to see your comments posted here? rbrenJjomsnYprgzKOaWOner@ChacVtgdikEZYnNdSRSUoCanyon.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.
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.
More articles on Workplace Politics:
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- Scopemonging: When Scope Creep Is Intentional
- Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep
as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.
- Devious Political Tactics: Mis- and Disinformation
- Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation,
disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.
- The End-to-End Cost of Meetings: II
- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources
are outside the meeting room. Here's Part II of our exploration of meeting costs.
- The Power and Hazards of Anecdotes: I
- Anecdotes are short stories — sometimes just a single sentence. They're powerful tools of persuasion,
but they can also be dangerous, to both anecdote tellers and anecdote listeners.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenJkWsHrBusbleycWIner@ChacaqKHyPaxgUYYVKbmoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.