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Myth-BustersI recently read a fascinating piece in the Washington Post about psychological research
that is shedding light on why so many commonly-held but erroneous beliefs are so hard to debunk. The article cites a number of studies that address various urban legends, political myths, and social misconceptions prevalent in both the U.S. and in other cultures. The research highlights an interesting paradox: fighting bad information with good seldom seems to work.
One conclusion is that, much as we would like to believe that we humans operate on logic, it’s much more likely that our brains use subconscious “rules of thumb” to interpret information in a biased way. So, not only do we carry around well-established mental models that shape what information we take in, but we also are programmed to make judgments about information based more on neurobiology than on deliberate,
rational thought. Coaches and other scholars of human thought and language recognize this phenomenon as the confusion of “assessment” (judgment or interpretation) with “assertion” (evidence-based fact.) The research indicates that the longer people hold on to false information, the harder it is to correct the false impression. The more frequently a piece of false information is
repeated, the more difficult it is to dislodge from the mind of the listener. And, the effect of hearing something repeatedly from the same source is the same as hearing it from multiple, independent sources. People also do not tend to remember when they first heard something reported as fact, or what the source was, making denials of falsehoods, which usually have to repeat the false information in order to then deny it, rather a tricky business.
Leaders are frequently called upon to set the record straight when rumors and misunderstandings run rampant in an organization, and all this research helps explain why it can be so hard to turn people around. But it also provides some fresh insight into how much we are all subject to mistaking our own subconscious interpretations of the environment and the people we interact with for “The Truth.” And it is just this
mechanism that runs so many human relationships off the rails – whether in politics, business, or personal matters. That said, it’s a primal act of leadership first, to step back and examine your own unconscious thought patterns, and second, to question what you believe to be true and inquire as to the evidence for that belief. If this sounds time-consuming and cumbersome, simply consider the consequences of acting on wrong information when
the stakes are high; now think about the net results of treating hundreds or thousands of small errors as though they are fact. It’s obviously well worth the effort of adopting a new way of thinking – literally retraining the brain – and ingraining it as a habit of mind. This might not be as hard as it sounds, although it does take a certain amount of self-discipline. The first step is to develop greater self-awareness by stopping yourself
periodically and observing your thoughts. It’s helpful to record them as soon after they occur as you can, and then to spend some time in quiet, reflective thought to look for patterns and themes – the “stories” we in essence make up to explain things to ourselves. These are the myths we live by, reinforced by the physiology of the brain. Once you recognize the stories, and their underlying assumptions, you can get curious
and check out the facts as best you can. Very often, that’s enough to shift your perspective on a particular situation and suggest new and different approaches to it. Over time, you can train yourself to practice this kind of thinking almost automatically, and your ability to help others challenge their own stories will become a key tool of leadership for you. From myth-maker to myth-buster…that’s a major milestone in the making of any leader.
Coaching can help you become a better myth-buster. Let’s talk. Call (410)626-6008, or email info@bloomfieldassociates.com. 
The next time you’re in a meeting where you aren’t a primary participant,
try this exercise: divide a clean sheet of paper into two columns. In the left-hand column, take notes of what people say, reporting it straight. Then, in the right-hand column, jot down your own thoughts about what they are saying. After a few of these exercises, take a look at what you have written in the right-hand column. Ask yourself these questions: - Who do I pay most attention to?
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What do I think about what they say?
- When do I react most emotionally to what they are saying?
- Where do my thoughts go when they stray from the conversation?
- Why do I make the interpretations I make?
Reflecting on your answers to these questions over time will surface some
of your unconscious beliefs and help you to see how they affect your intake of new information. Now think about some of the ways this shapes the results you get from your own interactions with others. |
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According to a recently released survey, more than two-thirds of Americans say they
consider a company's business practices when choosing or staying with an employer. The study found a substantial increase in the number of workers who want their employers to be good corporate citizens and support a social cause or issue.
One in three employers say they have recently paid moving expenses for a new employee, according to a new poll conducted by Harris Interactive. Asked how much they'd spend to relocate a new hire, 40% said more than $1,000; about one-third said
more than $2,500; and one in ten would pony up $10,000 or more. On the employee side, 59% of those surveyed said they would move to a new city, and 44% would relocate to a different state or region.
Research by Watson Wyatt Data Services says total cash compensation for surveyed executives grew 9.3% this year, and some top executives received compensation packages that exceeded that average by as much as 25%. In particular,
decision-makers who engineered mergers or acquisitions were rewarded with average increases approaching 21%. 
Warm Chair Attrition Coined by social network analyst Scott DeGraffenreid, the term refers to disaffected
employees who stay in the safety and sanctuary of their corporate jobs, still collecting paychecks, taking up space, and infecting their coworkers. 
 Five Minds for the Future, by Howard Gardner. What I like about it: Gardner, the originator of the concept “emotional intelligence,” makes a convincing case that how we think really does make a difference to success in work and life. He tells us that mastery of
five cognitive abilities – the disciplinary mind, the synthesizing mind, the creating mind, the respectful mind, and the ethical mind – will be especially important in engaging with the challenges of our ever-changing world.
Beth Bloomfield
Executive Coach, Strategy Consultant
Principal, Bloomfield Associates  On Chesil Beach, by Ian McEwan. What I like about it: I was struck by the power of the story. At the end, one of the main characters in the novel realizes how one small shift could have/would have produced a totally different outcome. Powerful, quick read.
Leah Meisel-Pike
HR Director, Langley Research Center, NASA
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“You can tell whether a man is clever by his answers. You can tell whether a man is
wise by his questions.”
-- Naguib Mahfouz | | Do you know someone else who might be interested in reading this? Send it to them now by clicking here.
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