Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 20, Issue 27;   July 1, 2020:

On Standing Aside


Occasionally we're asked to participate in deliberations about issues relating to our work responsibilities. Usually we respond in good faith. And sometimes we — or those around us — can't be certain that we're responding in good faith. In those situations, we must stand aside.
Boeing 737 MAX grounded aircraft near Boeing Field, April 2019

Boeing 737 MAX grounded aircraft near Boeing Field, April 2019. After two fatal crashes, killing 346 people, all models of the Boeing 737 MAX were taken out of service and remain so as of this writing. The latest information is that a return to service is possible by September 2020. Final analysis of the flaws in organizational procedures that led to the problem is not yet available. However, investigations have found evidence that Boeing applied "undue pressures" to those of its own employees who had been charged with performing safety assurance work on behalf of the Federal Aviation Administration. [FAA 2019] This pressuring behavior could have come about, in part, as a result of a conflict of interest on the part of the company. It was charged, simultaneously, with satisfying the conflicting demands of investors and the safety of the flying public. By contrast, when the FAA carries out its flight safety certification activities directly, that conflict is resolved. Image (cc) SounderBruce courtesy Wikipedia.

To carry out our professional responsibilities in good faith is to perform them in a way that balances the interests of people who rely on us for fairness. We must balance the interests of all stakeholders — the public, the organization, co-workers, subordinates, superiors, and customers or clients. It's a daunting list. And as the breadth of our responsibilities increases, the difficulties intensify.

Sometimes fairness and the appearance of fairness are simply out of reach. At those times, we must stand aside. We must let another take our place.

The need to stand aside usually arises from either a conflict of interest or the appearance of a conflict of interest. Conflicts of interest that are in no way problematic arise frequently. Those conflicts are what we balance when we balance the interests of all those stakeholders. But some conflicts are problematic. The conflicts of interest that create a need to stand aside are those that involve conflicts — or the appearance of conflicts — between some stakeholders' interests and the interests of the decision maker.

In the realm of the law and justice, this standing aside is called recusal. Although there is no such fancy word for standing aside in other realms, the need to stand aside can arise anywhere. Knowing in advance what sorts of conditions create the need to stand aside can be helpful to anyone whose interests are affected by decision makers, including the decision makers themselves. In that spirit I offer this little catalog of factors that create or exacerbate a need to stand aside.

Personal interests
Personal interests in the outcome of a decision provide the clearest example of a need to stand aside. A fair decision balances the needs of all stakeholders. If the person making the decision benefits (or is harmed) in some way by that decision, objectivity is threatened. Making a fair decision in good faith can be difficult indeed when the decision maker's own interests are at stake.
In some cases, whether there is an actual conflict of interest can be less important than the question of the appearance of a conflict of interest. Decision makers might be confident that their personal interests don't affect their decisions, but if others have a different view, trouble looms.
For example, a decision to suspend funding for a project might be the right decision. But if the chief advocate of the project is a political rival of the person deciding to suspend funding, the decision to suspend funding has the appearance of a conflict of interest. The decision maker would do well to stand aside to allow another to decide the question of funding for that project.
Confirmation bias
In determining questions of the appearance of conflicts of interest, we must examine differences between the perspective of the decision maker and the perspectives of others. And that investigation inevitably raises the question of cognitive biases. One particularly relevant cognitive bias is confirmation bias.
Confirmation bias causes us to search for information that confirms our pre-existing beliefs, and to interpret as confirming those beliefs whatever evidence we encounter, even if we didn't seek it. People who are affected by confirmation bias and who believe that the decision maker has a conflict of interest are more likely than others to search for evidence of that conflict. And they are likely to interpret whatever they find as confirming their pre-existing beliefs.
Similarly, a Knowing in advance what conditions
create a need to stand aside can
be helpful to anyone whose
interests are affected by
decision makers, including the
decision makers themselves
decision maker who believes that there is no conflict of interest in play is more likely to search for evidence confirming that belief, and less likely to search for evidence disconfirming that belief. And whatever is uncovered is likely to be interpreted in conformance with the decision maker's pre-existing belief that conflict of interest is not a factor.
When confirmation bias can affect detrimentally perceptions of the actions of the decision maker, wisdom suggests that standing aside might be an appropriate choice. And to guard against confirmation bias affecting the decision to stand aside, the decision maker would do well to seek the advice of a disinterested party.
Retrospective perspective
Situations in the present usually look different when we view them from some time in the future. This happens because we acquire new beliefs with the passage of time, and because we dismiss some old beliefs when we come to regard them as false. A decision that might now seem to be purely objective and untainted might therefore someday come to carry an appearance of a conflict of interest.
Predicting how or if retrospective perspective might change how we view our actions someday can be difficult. But if we know that a series of decisions is about to take place, and some of them might be at risk of carrying an appearance of a conflict of interest, a pattern of making questionable decisions can condemn the whole series, even if all of the decisions are fairly made. Standing aside can dramatically simplify our future lives.

In assessing the need to stand aside, the presence of one factor stands above all others as an indicator of the need to stand aside from a decision. That factor is the need to conceal. If there is something about the decision maker's personal or work situation that bears directly or indirectly on the matter at hand, and if that factor seems best concealed for any reason, almost certainly standing aside is the right choice. Go to top Top  Next issue: Multi-Expert Consensus  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


[FAA 2019]
U.S. Federal Aviation Administration. "Boeing 737 MAX Flight Control System: Joint Authorities Technical Review," October 11, 2019. Available here. Back

Your comments are welcome

Would you like to see your comments posted here? rbrenEQuetChPjwYBDxmgner@ChacxXTxBssoFmfDfMugoCanyon.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 Cognitive Biases at Work:

The Great Wall of China near MutianyuScope Creep and Confirmation Bias
As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions, is one of these.
Bullet pointsBullet Point Madness: II
Decision makers in many organizations commonly demand briefings in the form of a series of bullet points or a series of series of bullet points. Briefers who combine this format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions.
Unripe grapes that are probably sourMotivated Reasoning
When we prefer a certain outcome of a decision process, we risk falling into a pattern of motivated reasoning. That can cause us to gather data and construct arguments that erroneously lead to the outcome we prefer, often outside our awareness. And it can happen even when the outcome we prefer is known to threaten our safety and security.
Assembling an IKEA chairSeven More Planning Pitfalls: III
Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule.
Roger Boisjoly of Morton Thiokol, who tried to halt the launch of the Challenger space shuttle in 1986Risk Acceptance: Naïve Realism
When we suddenly notice a "project-killer" risk that hasn't yet materialized, we sometimes accept the risk even though we know how seriously it threatens the effort. A psychological phenomenon known as naïve realism plays a role in this behavior.

See also Cognitive Biases at Work and Ethics at Work for more related articles.

Forthcoming issues of Point Lookout

The side mirror view from an automobileComing December 8: Surviving Incompetence: II
When your organization undertakes a misguided effort that will certainly fail, you have options. One is to head for the exit. To search for a new position in such circumstances requires some care. Example: an internal transfer might not really be an exit. Available here and by RSS on December 8.
A gray wolfAnd on December 15: Do My Job
A popular guideline in modern workplaces is "do your job." The idea is that if we all do our jobs, success is most likely. But some supervisors demand that subordinates do their own jobs, plus the jobs of their supervisors. It rarely works out well. Available here and by RSS on December 15.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEQuetChPjwYBDxmgner@ChacxXTxBssoFmfDfMugoCanyon.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

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.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. 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.