
The Interaction Model of Virginia Satir, as simplified by Jerry Weinberg. The schematic suggests, misleadingly, that processing travels a linear path from Intake to Response. What actually happens inside us, expressed in terms of this simple model, is far more complex, with loops and jumps and intermediate results affecting re-processing of earlier results. But for our purposes of understanding wishful thinking, and for many other purposes as well, applying this model can yield an abundance of useful insights.
Wishful thinking is a means of reaching pleasing conclusions, maintaining preferred beliefs, or rejecting unfavorable beliefs. We think wishfully by cherry-picking evidence, bending the rules of rational thought, or creating substitutes for reality. Wishful thinking can be a source of risk in every human endeavor, whether we're rebuilding the U.S. Air Traffic Control system, or deciding whether or not to have a third child, or crossing a street in heavy traffic.
Because we can detect wishful thinking much more easily in others than in ourselves, tools for detecting it are important assets for people who must make decisions of consequence. For thinking about thinking, useful tools must be simple, because we need them while thinking about something else is actually happening. One such simple framework is the "Ingredients of an Interaction," a model of the person-to-person communication process developed by Virginia Satir. [Satir, et al., 1991] For our Wishful Thinking interventions, we'll use an even simpler form of the Satir Interaction Model, due to Jerry Weinberg. [Weinberg 1993] And instead of applying it to the case of person-to-person interaction, we'll be applying it to the more general case of person-World interactions.
For our purposes, the model describes the thought process that occurs from the moment we take in data from the World, to the moment when we execute a response to that data. The process has four stages, though we don't necessarily move through these stages in a strictly linear fashion. They are:
- Intake
- During Intake, Wishful thinking can be
a source of risk in every
human endeavorwe acquire information about the outside World. For example, we might receive a message that an "all hands" meeting will be held this afternoon at 3PM. - Meaning
- Here we interpret the data we've acquired, and ascribe meaning to it. In our example, the meaning might be that we must attend an all-hands meeting at 3PM. There really isn't much more to it than that.
- Significance
- In this stage, we evaluate the significance of the meaning we made of the data. In our example, we might realize that we must reschedule our daily 3PM team meeting. Or we might begin to worry that layoffs are coming. Minds can easily boggle.
- Response
- Finally, we formulate and execute some kind of action. In our example, we might decide to notify the team that today's 3PM meeting is cancelled, and remind them that tomorrow's meeting will be held as usual. Or we might phone a trusted ally and suggest a meeting over coffee to discuss the layoffs.
That's the simplified form of the Satir Interaction Model. Our wishes, desires, and preferences can enter at any stage, and when they do, they do so in different ways peculiar to the stage involved. In coming weeks, we'll investigate how our wishes influence each stage of the process. Until then, think about which stage might be most vulnerable to wishful thinking for you. Next issue in this series
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More about layoffs
Doorknob Disclosures and Bye-Bye Bombshells [July 10, 2002]
- A doorknob disclosure is an uncomfortable, painful, or embarrassing revelation offered at the end of a meeting or conversation, usually by someone who's about to exit. When we learn about bad news in this way, we can feel frustrated and trapped. How can we respond effectively?
Double Your Downsizing Damage [July 17, 2002]
- Some people believe that senior management is actually trying to hurt their company by downsizing. If they are they're doing a pretty bad job of it. Here's a handy checklist for evaluating the performance of your company's downsizers.
What's So Good About Being Laid Off? [December 25, 2002]
- Layoffs during the holiday period of November 15 through January 15 are far more common than you might think. Losing your job, or fearing that you might, is always difficult, but at this time of year it's especially helpful to keep in mind that the experience does have a bright side.
Beyond WIIFM [August 13, 2003]
- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be toxic to an organization. There's a much healthier approach that provides a competitive advantage to organizations that use it.
Encourage Truth Telling [November 19, 2003]
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant reports, especially when the implications are uncomfortable or threatening. A culture that supports truth telling can be an organization's most valuable asset.
Those Across-the-Board Cuts That Aren't [July 14, 2004]
- One widespread feature of organizational life is the announcement of across-the-board cuts. Although they're announced, they're rarely "across-the-board." What's behind this pattern? How can we change it to a more effective, truthful pattern?
Organizational Loss: Searching Behavior [April 16, 2008]
- When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.
How to Avoid a Layoff: The Inside Stuff [January 28, 2009]
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for changing your frame of mind to help reduce the chances that you will be laid off.
How to Avoid a Layoff: Your Relationships [February 4, 2009]
- In troubled economic times, layoffs loom almost everywhere. Here are some tips for reconfiguring your relationships with others at work and at home to reduce the chances that you will be laid off.
How to Avoid a Layoff: Your Situation [February 11, 2009]
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for positioning yourself in the organization to reduce the chances that you will be laid off.
Four Popular Ways to Mismanage Layoffs: I [February 18, 2009]
- When layoffs are necessary, the problems they are meant to address are sometimes exacerbated by mismanagement of the layoff itself. Here is Part I of a discussion of four common patterns of mismanagement, and some suggestions for those managers and other employees who recognize the patterns in their own companies.
Four Popular Ways to Mismanage Layoffs: II [February 25, 2009]
- Staff reduction is needed when expenses overtake revenue. But when layoffs are misused, or used too late, they can harm the organization more than they help. Here's Part II of an exploration of four common patterns of mismanagement, and some suggestions for those managers and other employees who recognize the patterns in their own companies.
Coping with Layoff Survival [March 25, 2009]
- Your company has just done another round of layoffs, and you survived yet again. This time was the most difficult, because your best pal was laid off, and you're even more fearful for your own job security. How can you cope with survival?
Teamwork Myths: Conflict [June 17, 2009]
- For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth. Conflict, in its constructive forms, is essential to high performance.
Teamwork Myths: I vs. We [July 1, 2009]
- In high performance teams, cooperative behavior is a given. But in the experience of many, truly cooperative behavior is so rare that they believe that something fundamental is at work — that cooperative behavior requires surrendering the self, which most people are unwilling to do. It's another teamwork myth.
Hyper-Super-Overwork [August 5, 2009]
- The prevalence of overwork has increased with the depth of the global recession, in part because employers are demanding more, and in part because many must now work longer hours to make ends a little closer to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.
What Is Workplace Bullying? [March 3, 2010]
- We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace relationships. To deal effectively with it, we must know how to recognize it. Here's a start.
Sixteen Overload Haiku [October 27, 2010]
- Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it is not to be overloaded. Here's a contemplation of the state of overload.
Self-Serving Bias in Organizations [July 20, 2011]
- We all want to believe that we can rely on the good judgment of decision makers when they make decisions that affect organizational performance. But they're human, and they are therefore subject to a cognitive bias known as ``Em''self-serving bias``/Em''. Here's a look at what can happen.
Pariah Professions: I [June 5, 2013]
- In some organizations entire professions are held in low regard. Their members become pariahs to some people in the rest of the organization. When these conditions prevail, organizational performance suffers.
Changing Blaming Cultures [March 5, 2014]
- Culture change in organizations is always challenging, but changing a blaming culture presents special difficulties. Here are three reasons why.
Constancy Assumptions [July 16, 2014]
- We necessarily make assumptions about our lives, including our work, because assumptions simplify things. And usually, our assumptions are valid. But not always.
Rationalizing Creativity at Work: II [November 5, 2014]
- Creative thinking at work can be nurtured or encouraged, but not forced or compelled. Leaders who try to compel creativity because of very real financial and schedule pressures rarely get the results they seek. Here are examples of tactics people use in mostly-futile attempts to compel creativity.
Why We Don't Care Anymore [April 8, 2015]
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might help you appreciate your job.
Managing Wishful Thinking Risk [October 21, 2015]
- When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking. Here's a framework for managing the risk of wishful thinking.
Wishful Significance: I [December 16, 2015]
- When things don't work out, and we investigate why, we sometimes attribute our misfortune to "wishful thinking." In this part of our exploration of wishful thinking we examine how we arrive at mistaken assessments of the significance of what we see, hear, or learn.
Nine Brainstorming Demotivators: I [January 31, 2018]
- 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.
Conway's Law and Technical Debt [January 30, 2019]
- Conway's Law is an observation that the structures of systems we design tend to replicate our communication patterns. This tendency might also contribute to their tendency to accumulate what we now call technical debt.
Layoff Warning Signs: I [August 21, 2024]
- One of the better career moves you can make is leaving your current position before your employer conducts layoffs. When you choose the time, you aren't under pressure and you make better decisions. Here are eight warning signs of coming layoffs.
Layoff Warning Signs: II [August 28, 2024]
- Layoffs often signal their arrival well in advance, if you know what to watch for. Some of the indicators are subtle and easily confused with normal operations. Here are three more indicators that layoffs might be secretly underway.
Beating the Layoffs: I [September 4, 2024]
- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment.
Beating the Layoffs: II [November 20, 2024]
- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages.
Mitigating the Trauma of Being Laid Off [April 2, 2025]
- Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself.
Footnotes
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Related articles
More articles on Project Management:
The Politics of Lessons Learned
- Many organizations gather lessons learned — or at least, they believe they do. Mastering the political
subtleties of lessons learned efforts enhances results.
Scope Creep and Confirmation Bias
- As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and
other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions,
is one of these.
Missing the Obvious: I
- At times, when the unexpected occurs, we recognize with hindsight that the unexpected could have been
expected. How do we miss the obvious? What's happening when we do?
Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products often involve accelerating problem
solving. Accelerating problem definition can also help, but a curious paradox stands in the way.
On Anticipating Consequences
- Much of what goes wrong when we change systems to improve them falls into a category we call unanticipated
consequences. Even when we lack models that can project these results accurately, morphological analysis
can help us avoid much misery.
See also Project Management and Project Management for more related articles.
Forthcoming issues of Point Lookout
Coming March 19: On Lying by Omission
- Of the many devious strategies of workplace politics, deception is among the most commonly used. And perhaps the most commonly used tactic of deception is lying. Since getting caught in a lie can be costly, people try to lie without lying. Available here and by RSS on March 19.
And on March 26: Seven Ways to Support Word-of-Mouth About Your Content
- Whether you're making a presentation or writing an article or a book, making your material more memorable is a desirable objective. After the talk, or after the reader sets down your work, what you have to offer will be accessible only if the auditor or reader remembers something about it. Available here and by RSS on March 26.
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