Some workplace discussions fail to converge because participants cannot agree that particular facts are indeed facts. This can happen even when the facts in question are objectively unquestionable: sales are increasing, or voluntary terminations spiked in Q2, or one of the technologies underlying some of our products is about to become obsolete. Debates about issues that aren't actually debatable are more harmful than merely wasting time. They can lead to the spread of misinformation on a scale that can prevent the organization from taking necessary steps that can avert organizational disaster.
In Part I of this exploration, we examined two barriers to accepting truth that are unfortunate, but which trace to cultural causes difficult to avoid. In this Part II, we sketch three additional barriers that trace to more individual frailties. And this leads to an important insight about persuasion in workplace debate.
We begin with sketches of three more barriers to accepting truth.
- For some people, in some life situations, energetic and passionate workplace debate provides welcome respite from intellectual boredom. They find irresistible the challenge of crafting arguments and chains of reasoning that are unexpected by their debate partners and which "win the day" for the side of the argument they're advocating.
- The intellectually bored generally aren't evil people. Their behavior usually returns to more acceptable patterns if we can find something for them to do that's both constructive and sufficiently challenging intellectually. A contributing cause of this problem, perhaps, is the failure of the supervisor of the bored person to first notice the boredom and then to take steps to address it effectively.
- Malevolence is the desire to cause harm. In the context of workplace debate, malevolence can take many forms. Examples include taking steps to prevent debate from reaching closure; intentionally offending one or more debate participants; preventing a particular participant from attaining a goal; or causing all participants to be late for lunch.
- Straightforward Organizational power can bias our
judgment as we assess the
ideas or proposals of othersmotives for malevolence can include compulsion, revenge for perceived wrongs, or a desire to sabotage a rival's efforts. But more subtle motives can also occur. For example, the perpetrator might be acting at the behest of a person not participating in the debate, in exchange for a favor that person might deliver — or might already have delivered — in another context.
- Power bias
- Organizational power can bias our judgment as we assess the ideas or proposals of others. People who possess organizational power can be reluctant to consider proposals that they believe might erode the power they do have; people who lack organizational power or who seek additional power can be reluctant to consider proposals that they believe might hinder their acquisition of power they don't have. So either way, power introduces a bias that can affect judgment and motivation.
- If power bias presents a significant barrier to people accepting truth, offering more truth or different truth is unlikely to bring the discussion to closure. In such situations, the pursuit or retention of power is the fundamental issue. Addressing that issue, or any issues that might be causing people to focus on their organizational power, is likely a more fruitful approach.
Certainly there are dozens more factors that lead us to be reluctant to accept truth. Fear is probably among the more important. Fear causes us to stay with what is, instead of what could be better. Virginia Satir expressed this idea by saying that people tend to prefer the familiar to the comfortable. The phenomenon that familiarity enhances preference, sometimes called the mere exposure effect, has since been demonstrated experimentally [Fang 2007]. Perhaps the most persuasive evidence for the existence of a mere exposure effect is the choice by advertisers to present identical advertisements repeatedly in multiple media.
Participants in workplace debates can also exploit the mere exposure effect, but to do so, they might need to adopt a long view. To expect that presenting unfamiliar facts for the first time can be persuasive in the moment might be expecting too much. The mere exposure effect suggests that presenting those same facts or similar facts repeatedly over the course of several debates might be more likely to achieve the intended result. 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
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More articles on Effective Communication at Work:
- Long-Loop Conversations: Asking Questions
- In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple
question can take a day or more. And when the response finally arrives, it's often just another question.
Here are some suggestions for framing questions that are clear enough to get answers quickly.
- Long-Loop Conversations: Clearing the Fog
- In virtual or global teams, conversations can be long, painful affairs. Settling issues and clearing
misunderstandings can take weeks instead of days, or days instead of hours. Here are some techniques
that ease the way to mutual agreement and understanding.
- Some Truths About Lies: III
- Detecting lies by someone intent on misrepresentation is an important skill for executives, managers,
project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III
of our little collection of lie detection techniques.
- Cognitive Biases and Influence: I
- The techniques of influence include inadvertent — and not-so-inadvertent — uses of cognitive
biases. They are one way we lead each other to accept or decide things that rationality cannot support.
- What Is Hypophora?
- Hypophora is a rhetorical device that enables its users to deliver simple messages with enhanced power.
But it has a dark side. The people who read or hear those messages tend to assess them as having more
merit than they do.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.