Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 19, Issue 28;   July 10, 2019: Barriers to Accepting Truth: I

Barriers to Accepting Truth: I

by

In workplace debates, a widely used strategy involves informing the group of facts or truths of which some participants seem to be unaware. Often, this strategy is ineffective for reasons unrelated to the credibility of the person offering the information. Why does this happen?
Truth and Lies

When discussions expose different positions and viewpoints, facts and truths can help to resolve those differences. But facts and truths can be helpful only when the parties to the discussion can accept facts as facts and truths as truths. Discussions that heretofore had focused on the issues at hand can become entangled in debates about facts and truths that aren't really debatable.

Barriers to accepting truth are many. Familiarity with the catalog of these barriers can help groups clear them more quickly when clearing them is possible using the tools of discussion and rational argument. As we'll see, some barriers can't be cleared using rational argument alone, and some cannot be cleared at all. Below are two examples of barriers to accepting truth.

Newtonian worldview
One of the more subtle barriers is a Newtonian worldview. I've provided two examples in recent weeks. One is in "Newtonian Blind Alleys: I," Point Lookout for May 22, 2019. Briefly, the Newtonian worldview includes the belief that a mechanistic model of classical mechanics applies more broadly in the world of ideas. Its consequences include the idea that a single concept or agent can explain whatever phenomenon is at issue; that a single counterexample can invalidate a hypothesis as an explanation for a given phenomenon; that an individual who provides heroic contributions in one field of knowledge cannot do so in other disparate fields; that someone who has performed brilliantly in the past in a given situation will inevitably do so in future similar situations; and that credentials are equivalent to capabilities.
Many who Many who are adhering to false
beliefs are unaware that they are.
To them, their beliefs seem axiomatic.
adhere to these beliefs are unaware that they do. To them, these beliefs seem axiomatic. Others can experience a sense of relief when these beliefs are questioned, because they do present a heavy intellectual burden, constraining severely the set of possible solutions to problems. People who hold these beliefs very strongly are unlikely to adopt alternative views as a result of a short discussion.
Ignorance
In informal conversation, to be ignorant is to be rude, discourteous, or unsophisticated. And certainly those attributes can be barriers to accepting truth. But ignorance in another sense can be more problematic. To be ignorant in that sense is to be unaware, uneducated, or unschooled in the matter at hand, and in some cases even more broadly. To engage with people who are ignorant in the sense of unawareness about the truths of matters unfamiliar does present difficulties. It might be necessary to educate them about related matters before they can understand the points you're trying to make.
And that necessity creates two classes of issues that might be difficult or impossible to address. First, unless the person seeks your assistance in completing his or her education, when you attempt to help with that project you might seem to them to be haughty, conceited, presumptuous, condescending, or worse. Offending the person is likely. Second, we humans have a way of filling the voids in our knowledge with imagination, rumor, or some other form of manufactured "facts." When we do, we rarely keep track of where we obtained which bits of data. It all goes into the hopper labeled "What I Believe to Be True," in a jumbled mass along with what-I-wish-were-true. And when someone comes along and claims that some of this stuff isn't true, we tend to resist. Dissuading people of something they believe — and who don't remember why they believe it — can be difficult indeed.

These two barriers to accepting truth are examples of the more benign kinds of barriers. Next time we'll examine some members of a less benign class of barriers.  Next in this series Go to top Top  Next issue: Barriers to Accepting Truth: II  Next Issue

101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrendbTtLLSVlUPPCNkAner@ChacthFxWKdRwnLylOCDoCanyon.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 Effective Communication at Work:

Dogs Fighting in a Wooded Clearing, by Frans SnydersMudfights
When we steer the discussion away from issues to attack the credibility, motives, or character of our debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical, and it leads to bad, expensive decisions that we'll probably regret.
Carrot and stickIrrational Self-Interest
When we try to influence others, especially large groups or entire companies, we sometimes create packages of incentives and disincentives that are intended to affect behavior. These strategies usually assume that people make choices on rational grounds. Is this assumption valid?
An appealing plate of pasta (not what I ate that evening)If Only I Had Known: II
Ever had one of those forehead-slapping moments when someone explained something, or you suddenly realized something? They usually involve some idea or insight that would have saved you much pain, trouble, and heartache, if only you had known.
Robert ZajoncBarriers to Accepting Truth: II
When we work to resolve differences of opinion at work, we often depend on informing each other of what we believe to be real facts. At times, to our surprise, our debate partners reject these offerings as untrue, even when they're confirmed authoritatively. Why? And what can we do about it?
A symphony orchestra in actionThe Risks of Rehearsals
Rehearsing a conversation can be constructive. But when we're anxious about it, we can imagine how it would unfold in ways that bias our perceptions. We risk deluding ourselves about possible outcomes, and we might even experience stress unnecessarily.

See also Effective Communication at Work and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

The future site of 2 World Trade Center as it appeared in 2013Coming October 5: Downscoping Under Pressure: I
When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.
A hummingbird feeding on the nectar of a flowerAnd on October 12: Downscoping Under Pressure: II
We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendbTtLLSVlUPPCNkAner@ChacthFxWKdRwnLylOCDoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

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.