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
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More articles on Workplace Politics:
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences.
Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding
of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
- Human Limitations and Meeting Agendas
- Recent research has discovered a class of human limitations that constrain our ability to exert self-control
and to make wise decisions. Accounting for these effects when we construct agendas can make meetings
more productive and save us from ourselves.
- Some Hazards of Skip-Level Interviews: I
- Although skip-level interviews have their place, they can be dangerous, explosive, and harmful to the
organization. What are the dangers?
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work.
Proper or not, reporting violations can be simultaneously both risky and necessary.
- Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions
that compromise organizational missions. In this part of the series we examine the effects of constant
demands for attention and admiration.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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- 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.