Guessing is not a strategy: How to build decision velocity with AI and real-time data
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Don’t be surprised if you see denial in the workplace – any kind of denial. Those who study denial - yes, there are many experts in this area – find that denial is supported by social mores and an ability of the mind to keep certain actions below the mental radar.
In one experiment, researches told students that they would be paid for getting correct answers on a general knowledge test. Here is the fun part: Some students were surprised to find a sheet with the correct answers in their packets. Did they report this? Not exactly. Instead, the group who received the cheat sheets changed about 20% of their answers. Here’s the interesting part: The cheaters “were unaware of the magnitude of their dishonesty.” It was just not on the conscience’s radar.
Even if workers had 100% rationality in all cases, there is the social confrontation-avoidance factor that leads to denial. In a group of members who trust each other, members will allow other members several “selfish violations” before they reject or confront the offender.
And consider meetings you have attended where no one mentions the “elephant in the room.” Isn’t this a form of group denial? Sure it is.
Individuals also will find it difficult to question the motivation of someone who they have trusted for a prolonged period - a spouse, for example. A similar situation from the workplace is a team lead in denial about a high-performer who has had multiple problems recently.
You have to deal with your workers’ denial and your own. You have to break from both the factors that support denial. I’ll have some help in my next post.
Posted on: November 23, 2007 05:00 PM |
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