Does it seem as if you are surrounded by jerks at work? 

If you’ve been thinking of quitting, strangling someone, or buying one of the many books about dealing with difficult people, you may be making a very common human error that psychologists refer to as Fundamental Attribution Error.  FAE says that we tend to think that other people’s behavior is a result of stable traits.  We see someone act like a jerk and we assume that’s just the way he is. 

Here’s an example.  Imagine that you are driving to work and some guy in a red sports car flies by you at 85mph and then cuts over into your lane to make a turn, forcing you to slam on your brakes.  What goes through your mind?  “What a jerk!”

The next day you are running late for work.  You get stuck in a traffic jam and you are dangerously close to missing an important phone call.  You spot a break in traffic, so you speed up to get around some slow-moving cars.  You realize you are driving a bit fast, but you excuse your behavior, thinking “It’s just this one time.  I am usually a very polite driver.”

Fundamental Attribution Error means that while we explain our own behavior in light of the situation, we forget that context influences other people’s actions.

So What?

As a leader, you are responsible for driving all kinds of change in your organization.  Anytime we try to make change happen, we encounter resistance.  While resistance does happen, it can be a big mistake to label any one person as “resistant, stubborn, or impossible.”  When we fall into this trap of fundamental attribution error, we give ourselves permission to ignore or run over others. Instead of labeling, stop and investigate the situation.  Consider whether another person’s behavior might be driven by the situation he is in.  Is his boss breathing down his neck to get things done?  Is he fearful of losing his job?  Rick Maurer, author of Beyond the Wall of Resistance, found that leaders who take the time to understand what is causing resistance are much more successful at ultimately leading change. 

Actions for Everyone:

·         Before labeling someone you work with, consider the context. 

·         If you want to influence someone, have real dialogue about your idea and invite the other person to tell you what about the situation may make your idea feasible or not.

·         Recognize that others apply the fundamental attribution error to you.  Take the time to explain the situation when you realize that your character is being questioned. 

 

To Learn More:

Check out The Tipping Point by sociologist Malcolm Gladwell for more examples of Fundamental Attribution Error at work.