Tuesday, August 9, 2022 The Stupidity of Malice Easily triggered by the actions of others at work? Assigning intent often leads to more harm. There is a better way Blogs Guide magazine By Nathan Koslowsky, CLAC Representative “Never attribute to malice that which is adequately explained by stupidity.” I love this line from Robert Hanlon’s book Murphy’s Law Book Two: More Reasons Why Things Go Wrong! It’s a fun, albeit blunt, statement with some deep wisdom baked in. Of course, malice or stupidity are not really the only options when it comes to categorizing the actions of others. But the error Hanlon highlights is one I’ve made many times and one I’ve seen others make frequently enough that it’s worth unpacking a little. What is the error? Misattribution. Consider this scenario. Sam reaches for the coffee pot and pours himself the last cup. He figures everyone else must have already had some and is grateful that there was a cup left over for him. Bill, who has already had a cup and wanted another, watches Sam empty the pot and thinks to himself, You inconsiderate SOB—think about others much? But is Sam really only thinking about himself? All Bill really knows is that Sam finished the coffee. What he concludes about Sam’s character is not immediately borne out by the evidence. He assigns an intent to Sam’s actions and draws a conclusion about his character based on speculation. Assuming intent can be easy to do, and so is attributing an action as a reflection of character. Attributing particular character traits to a boss or a coworker may feel really good in the moment, but its practical application is ultimately very limited. And the price of getting it wrong can be costly. Harbouring anger, resentment, and a grudge is, as the saying goes, like drinking poison and waiting for the other person to die. If my guess about their intention is wrong—which it likely will be—then my reaction is likely to be as wrong as my guess. If my assumption about their character is wrong—which it also likely will be—then my interaction with that person is likely to be as out of line as my assumption. It doesn’t take long for such guesses and assumptions to create a monster out of a manager or coworker. It can damage the relationship and easily lead to escalating conflict. A better way to deal with situations that trigger us is to use a framework that mediators rely on to sort out tough interactions and avoid making error-based assumptions and conclusions: intent, action, effect. Intent is often invisible and unknown to others. Action is visible—how an action lands with others. How others experience and understand the action is its effect. It is very difficult to be certain about someone’s intent without asking them. It’s easy to fill in the blanks with guesses. But assigning ill intent to the actions of others without first finding out what is really going on is a fool’s errand. And assigning negative character traits to others while attributing our own foibles to environmental factors is hypocritical, inconsistent, and profoundly disrespectful to the unwitting subjects of our judgments. Choosing to treat others with dignity and respect at work is a daily decision. If the actions of a coworker or boss happen to trigger you in some way, consider first why you are so worked up about the matter to begin with. What was going on with Bill that he so easily flew off the handle because Sam is pouring himself a cup of coffee? As ancient wisdom suggests, consider the log in your own eye before trying to pick the splinter out of the eye of another. Ask rather than assume. Seek understanding over speculation. And resist the temptation to demonize or belittle others. Choose the better way instead—that environmental factors are more likely at play than character defects. When I am mindful enough to apply these approaches, it leads me away from name calling and self-righteous indignation toward respectful curiosity and sincere openness to different perspectives. Resentment is replaced with mutual understanding, and work holds the potential to become good once again. You might be interested in Define Your Role to Define Your Success 14 Feb 2025 Maplecrest Employees Secure Retroactive Wage Increases with New Two-Year Contract 13 Feb 2025 Liftsafe Engineering Employees Overwhelmingly Ratify New Agreement 11 Feb 2025 School Bus Drivers In Fort Nelson, BC, Unanimously Ratify New Contract 11 Feb 2025