As Ellen left, closing the door behind her, Irene wrote "Ellen" across the top of her pad, tore off the top sheet, opened her right side desk file drawer, and filed the sheet in the growing file she was keeping on Mort. She closed the drawer, and realized again how many people had come to her complaining about him. Mort was becoming a problem.
She picked up her phone and punched Sid's number. "Sid here," he answered.
"Hi Sid, Irene. I need some advice. Got another complaint about Mort."
"Ah," Sid replied. "Does it fit the pattern?"
"In some ways. I mean, it is another complaint. But you might be right — it might not really be about Mort. That's why I want to talk."
Irene and Sid are struggling to decide whether a string of similar events — in this case, complaints about Mort — are really part of a pattern, or whether, perhaps, they're just a coincidental string of similar events. It's sometimes difficult to tell.
Too often,
we see patterns
that aren't thereWhen we make important decisions, we can't always tell whether the event streams on which we base those decisions are actually trends that convey deeper meaning, or whether they're just coincidences. Too often, we attribute meaning incorrectly, and we use that meaning to make choices that we later come to regret. Here are some insights about streams of similar events.
- Coincidences do happen
- We hear people say sometimes "There are no coincidences," or "I don't believe in coincidences." Sounds nice, but such expressions are a little melodramatic. Coincidences do happen.
- We see more patterns than there are
- We often extrapolate data we have to cover situations not yet observed, and we predict behavior in those situations. This is one of the abilities that has made humans so successful as a species. And often, we're mistaken about patterns. Our ability to err in this way is the basis of optical illusions, magic tricks and con games.
- We misunderstand statistics
- When we experience two similar events, we ask ourselves, "What are the odds of this being a coincidence?" The odds often seem so sky-high that we decide that it cannot be a coincidence. Yet, coincidences do happen, because the universe is so big. For instance, the last two US Presidents, Bill Clinton and George W. Bush, were born in 1946, 44 days apart. The next US President will be the 44th. Coincidence? Absolutely.
When you next say to yourself "This can't be a coincidence," ask, "How do I know that?" If the answer is along the lines of, "It just seems so unlikely," try harder to find real evidence. Unless you find evidence, admit to yourself that you're just using your judgment.
It's OK to use your judgment. But using your judgment while you believe you aren't can lead to trouble. And when trouble comes, that's no coincidence. Top
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Reader Comments
- Scott Lord
- Edward De Bono has some interesting insights into patterns in some of his books. The main point he makes is that our minds are trained early to look for patterns. When we identify one, we can stop thinking. We already know where this line of thinking, or sequence of events or quotation or whatever will lead. We think until we see a pattern, then we stop thinking. It's scary because coincidences can do the same thing. We see a trend, a pattern and we take them to the end. (Stop thinking).
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Related articles
More articles on Workplace Politics:
Plopping
- When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel
that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct.
What is going on?
Hill Climbing and Its Limitations
- Finding a better solution by making small adjustments to your current solution is usually a good idea.
The key word is "usually."
Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
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.
Improvement Bias
- When we set about improving how our organizations do things, we expose ourselves to the risk of finding
opportunities for improvement that offer very little improvement, while we overlook others that could
make a real difference. Cognitive biases play a role.
See also Workplace Politics and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
Coming February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
And on March 5: On Begging the Question
- Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.
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