Archive of Point Lookout for 2018

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Coming December 12: Effects of Shared Information Bias: II

Shared information bias is widely believed to lead to bad decisions. But over time, it can erode a group's ability to assess reality accurately. That can lead to a widening gap between reality and the group's perceptions of reality. Available here and by RSS on December 12.

And on December 19: Embarrassment, Shame, and Guilt at Work: Creation

Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.

This page has links to articles from 2018. For other years:

December 5, 2018

Effects of Shared Information Bias: I

Shared information bias is the tendency for group discussions to emphasize what everyone already knows. It's widely believed to lead to bad decisions. But it can do much more damage than that.

November 28, 2018

Wacky Words of Wisdom: VI

Adages, aphorisms, and "words of wisdom" seem valid often enough that we accept them as universal and permanent. Most aren't. Here's Part VI of a collection of widely held beliefs that can be misleading at work.

November 21, 2018

Make Suggestions Privately

Suggesting a better way of doing things can sometimes backfire surprisingly and intensely. Making suggestions privately reduces that risk, but introduces a different risk.

November 14, 2018

The Goal Is Not the Path

Sometimes, when reaching a goal is more difficult than we thought at first, instead of searching for another way to get there, we adjust the goal. There are alternatives.

November 7, 2018

Critical Communications

From time to time, we're responsible for sending critical communications — essential messages that the intended recipients must have. It's a heavy responsibility that can bear some risk. A strategy for managing those risks involves three messages.

October 31, 2018

Conversation Irritants: II

Workplace conversation is difficult enough, because of stress, time pressure, and the complexity of our discussions. But it's even more vexing when people actually try to be nasty, unclear, and ambiguous. Here's Part II of a small collection of their techniques.

October 24, 2018

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.

October 17, 2018

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.

October 10, 2018

Help for Finding Help

When we find ourselves at a loss for finding a good path forward, and we feel overwhelmed by events, support can make things easier. But seeking support is difficult for some. Why is that?

October 3, 2018

Congruent Decision-Making: II

Decision-makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit.

September 26, 2018

Congruent Decision-Making: I

Decision-makers who rely on incomplete or biased information are more likely to make faulty decisions. Congruent decision-making can limit the incidence of bad decisions.

September 19, 2018

Columbo Tactics: II

This is Part II of a series showing how the less powerful can adapt the tactics of TV detective Lt. Columbo when they're interacting with the more powerful.

September 12, 2018

Columbo Tactics: I

When the less powerful must deal with the more powerful, or the much more powerful, the less powerful can gain important advantages by adapting the strategy and tactics of the TV detective Lt. Columbo. Here's Part I of a collection of his tactics.

September 5, 2018

Columbo Strategy

A late 20th-century television detective named Columbo had a unique approach to cracking murder cases. His method is just as effective at work when the less powerful must deal with the powerful.

August 29, 2018

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.

August 22, 2018

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.

August 15, 2018

Getting Value from Involuntary Seminars

Whatever your organizational role, from time to time you might find yourself attending seminars or presentations involuntarily. The value you derive from these "opportunities" depends as much on you as on the presenter.

August 8, 2018

Strategy for Targets of Verbal Abuse

Many targets of verbal abuse at work believe that they have just two strategic options: find a new job, or accept the abuse. In some cases, they're correct. But not always.

August 1, 2018

Strategies of Verbal Abusers

Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action.

July 25, 2018

Exploiting Functional Fixedness: II

A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness.

July 18, 2018

High Falutin' Goofy Talk: III

Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call "high falutin' goofy talk." We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid.

July 11, 2018

Interrupting Others in Meetings Safely: III

When we need to interrupt someone who's speaking in a meeting, we risk giving offense. Still, there are times when interrupting is in everyone's best interest. Here are some more techniques for interrupting in situations not addressed by the meeting's formal process.

July 4, 2018

Interrupting Others in Meetings Safely: II

When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process.

June 27, 2018

Interrupting Others in Meetings Safely: I

In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely?

June 20, 2018

Managing Dissent Risk

In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk?

June 13, 2018

Chronic Peer Interrupters: III

People who habitually interrupt others in meetings must be fairly common, because I'm often asked about what to do about them. And you can find lots of tips on the Web, too. Some tips work well, some generally don't. Here are my thoughts about four more.

June 6, 2018

Chronic Peer Interrupters: II

People use a variety of tactics when they're interrupted while making contributions in meetings. Some tactics work well, while others carry risks of their own. Here's Part II of a little survey of those tactics.

May 30, 2018

Chronic Peer Interrupters: I

When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters?

May 23, 2018

Narcissistic Behavior at Work: IX

An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it?

May 16, 2018

Narcissistic Behavior at Work: VIII

Narcissistic behavior at work can have roots in attitudes and beliefs. Understanding which attitudes or beliefs underlie narcissistic behavior can sometimes have predictive value. Among such attitudes or beliefs are those related to envy.

May 9, 2018

Unethical Coordination

When an internal department or an external vendor is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What's the nature of that conflict, and what ethical breaches can occur?

May 2, 2018

Narcissistic Behavior at Work: VII

Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard.

April 25, 2018

Narcissistic Behavior at Work: VI

Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends.

April 18, 2018

Narcissistic Behavior at Work: V

When someone at work exhibits narcissistic behavior, others respond. Some respond by accommodating the behavior, and those accommodations can include special and favorable treatment of the person behaving narcissistically. That's one place where trouble can begin.

April 11, 2018

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.

April 4, 2018

Narcissistic Behavior at Work: III

People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people.

March 28, 2018

Four Overlooked Email Risks: II

Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks.

March 21, 2018

Four Overlooked Email Risks: I

Working together to resolve issues or make decisions in email is fraught with risk. Most discussions of these risks emphasize using etiquette to manage emotional content. But email has other limitations, less-often discussed, that make managing email exchanges very difficult.

March 14, 2018

Is It Arrogance or Confidence?

Confusing arrogance and confidence can cause real trouble — or lost opportunities. What exactly is the difference between them?

March 7, 2018

Narcissistic Behavior at Work: II

Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically place their own interests and welfare ahead of anyone or anything else. In this Part II of the series we consider the narcissistic preoccupation with superiority fantasies.

February 28, 2018

Narcissistic Behavior at Work: I

Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there.

February 21, 2018

The Ultimate Attribution Error at Work

When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable.

February 14, 2018

How to Get Overwhelmed

Here's a field manual for those who want to get overwhelmed by all the work they have to do. If you're already overwhelmed, it might explain how things got that way.

February 7, 2018

Nine Brainstorming Demotivators: II

Brainstorming sessions produce output of notoriously variable quality, but understanding what compromises quality can help elevate it. Here's Part II of a set of nine phenomena that can limit the quality of contributions to brainstorming sessions.

January 31, 2018

Nine Brainstorming Demotivators: I

The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions.

January 24, 2018

Understanding Delegation

It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers.

January 17, 2018

High Falutin' Goofy Talk: II

Speech and writing at work are sometimes little more than high falutin' goofy talk, filled with puff phrases of unknown meaning and pretentious, tired images. Here's Part II of a collection of phrases and images to avoid.

January 10, 2018

On Reporting Workplace Malpractice

Reporting workplace malpractice can be the right thing to do. And it's often career-dangerous. Here are some risks to ponder before reporting what you know.

January 3, 2018

Polychronic Meetings

In very dynamic contexts, with multiple issues to address, we probably cannot rely on the usual format of single-threaded meeting with a list of agenda items to be addressed each in their turn. A more flexible, issue-driven format might work better.