'In ‘Leadership and Self-Deception’ (2006), the Arbinger Institute highlighted the subtle, subconscious and serious art of deceiving ourselves and others in organisations...without realising it. This short article says a bit more about this strange risk phenomenon and invites your insights and ideas on how to address it!
Is everything we know wrong?'
In 2010, the BBC released a ground-breaking Horizon documentary entitled, ‘Is Everything We Know About the Universe Wrong?’ It set out to question and challenge current, fundamental and widely-held scientific beliefs about the universe, particularly in relation to ‘dark matter’, ‘dark energy’ and ‘dark flow’. Perhaps the most radical dimension to the investigation was its willingness to wonder. Are our hypotheses, our cosmological theories, so convincing to us, so self-evidently true for us, that they blind us, close down uncomfortable questions, act as powerful psychological-cultural filters?
It coincided with the release of a plethora of popular books (e.g. Chabris & Simons’, The Invisible Gorilla, 2011; McRaney’s, You are Not so Smart, 2012) that set out to reveal and challenge our cognitive and cultural limitations and distortions. An underlying, recurring theme is that self- and group deception act in stealth mode. We are most deceived when we don’t know we’re deceived. We face the same challenges as leaders, coaches, OD or trainers: how to practise reflexivity/praxis ('critical reflective practice') whilst enabling other people, groups and organisations to do so too.
Thomas Aquinas offers useful psychodynamic insight here. If we face an unresolved question that captures our interest and imagination, it sets us off on a quest, a journey, of discovery. If, however, we find an explanation or solution that we find convincing, the mind comes to a standstill, our thinking comes to a halt. This is a reason why transformational teachers such as Jesus, Buddha and Socrates are famous for posing high order, high quality, questions, puzzles or paradoxes – searching, evocative, provocative stimuli that leave us deeply restless until, if possible, we find resolution.
So, some food for thought: As leader, coach, OD or trainer, what are you, or your clients, assuming or taking at face value? When have you, or they, leapt to a conclusion too soon, treating an open question as if it were a closed one? What rules, principles or received wisdom (e.g. ‘good practice’) do you, or they, consider obvious or sacred? When do you, or they, shut down questions or avenues of inquiry because they feel too difficult or sensitive to raise? Which tricky issues, experiences or conversations are you, or they, avoiding? How can you get self-deception out of stealth mode?
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