NICK WRIGHT
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Circles

14/5/2016

47 Comments

 
​‘I’m overweight because I’m heavier than I should be.’ ‘It’s pitch dark in here because there is no light.’ ‘My laptop isn’t working because it’s broken.’ What’s wrong with these statements? On the face of it, they have a ring of truth about them, a sense of plausibility. However, they’re all illustrations of circular reasoning or, if you like, of stating two things that are essentially descriptions of the same phenomenon - yet asserting a causal relationship between them. In each case, it’s as if one thing is sufficient to explain the other.

There are at least 3 problems with this kind of reasoning. Firstly, it is erroneous thinking, a distortion of truth. Secondly, we can use it as a rationalisation to ourselves and to others for issues we don’t want to face, want to avoid or are unwilling to take responsibility for. ‘I do this…or I can’t do that…because…’ Thirdly, it can trap us in its own logic – or at least in its apparent logic. If there’s a reason why I am doing or not doing X, a feasible explanation for what is causing me to do it or not do it, it can appear to lay beyond my ability to change. It’s as if I have no options or alternatives.

Now apply this insight to organisational life: ‘The reason we have low levels of engagement at the moment is that staff are unmotivated and uncommitted.’ ‘Our profits are higher than usual because we made better net financial gains this time than in previous quarters.’ ‘X is underperforming because he’s not doing his job well.’ Jim Collins talks about facing the brutal facts. As leaders, OD and coaches, we can look out for examples of circles in our own language and that of others. We can hold up a proverbial mirror, raise awareness and be willing to face, challenge and reframe it.

And remember: if you don’t agree with me on this point, it’s because you disagree.
47 Comments
Stella Goddard BA (Hons) Registered MBACP (Accred)
14/5/2016 07:34:40 pm

I haven't lost any weight because I haven't joined the gym yet.
I know that's not going to work so there's no point trying.
But I can't do it differently because I've always done it this way.

Reply
Nick Wright
14/5/2016 07:37:01 pm

Wow, you're on a roll there, Stella! ;) You reminded me of an old friend who used to say, 'It's always the same sometimes'. ;) All the best. Nick

Reply
Stella Goddard BA (Hons) Registered MBACP (Accred)
14/5/2016 07:49:13 pm

I know Nick. It's very catching this circular thinking thing! Laughing aside we say these things and actually believe that they are true (until we look at little more closely).

Nick Wright
14/5/2016 07:52:01 pm

I agree, Stella. It's an area where coaches can add value by simply holding a mirror to the client and reflecting back what they say so that they can hear it afresh. OK - that's a mixed metaphor but I think you'll know what I mean! All the best. Nick

Jeff Ikler
14/5/2016 07:35:27 pm

I don't feel rested because I'm not getting sound sleep.

Reply
Nick Wright
14/5/2016 07:38:28 pm

That sounds like an example where there may well be a causal relationship, Jeff. :) All the best. Nick

Reply
Lollo
18/5/2016 04:55:07 pm

Your last statement is so funny Nick!
Funny because it is so spot on...
As a coach I often ask why after why until it can click that there's something amiss :)

Reply
Nick Wright
18/5/2016 07:24:46 pm

Thanks Lollo. I'm pleased it made somebody smile. :) Yes, persisting with 'why' questions can sometimes enable a person to realise that they are thinking or arguing in circles. It's so easy to get trapped in circular reasoning without even being aware of it. All the best. Nick

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Peter Davies
18/5/2016 07:16:52 pm

This is where great questions to reframe the situation come into their own. E.g. So, if staff were engaged what would you have done to get them there? What if we didn't have record profits? Where would we focus our attention to grow? Some very salient points, well put, Nick!

Reply
Nick Wright
18/5/2016 07:22:31 pm

Thanks Peter. Yes, reframing can shed fresh light on familiar patterns of seeing things in such a way that we are enabled to think about them differently. Great questions! All the best. Nick

Reply
Dave Smith
18/5/2016 07:25:41 pm

Circular reasoning simply restates the problem; the cycle can be broken by questioning what the desirable outcome looks like, then focus on ways of getting to it.

Largely, it's a way of getting people to stop looking at the centre of the circle and focus on a point outside whilst they're still spinning.

Of course, there's going to be resistance or excuses why specific ways wouldn't work, but the first step is to have them convinced that their current "as-is" position is an undesirable one and they want something that moves them to their "want to be"; after some time they understand that their protests against proposed solutions are simply keeping them where they are, and that change will only come about as a result of focusing on solutions, not redescribing the problem.

Reply
Nick Wright
18/5/2016 07:29:42 pm

Thanks Dave. I love your way of expressing that: 'getting people to stop looking at the centre of the circle and focus on a point outside whilst they're still spinning.' A very graphic image! It's easy to get caught up in the spin too. If we feel like the conversation is going round and round...it can be a good sign that we've both become caught in the same circle and to offer that as an observation. Sometimes simply noticing, becoming aware, is enough to break the cycle. All the best. Nick

Reply
Michael Duffy
18/5/2016 09:30:49 pm

Good points made. ...the reality is that there is a tendency to accept this "plausible" type of reasoning. ...however I would go so far as to say it is actually a real method of thinking and a form of denial by some who perhaps have caused it all anyway. ...

Reply
Nick Wright
18/5/2016 09:31:50 pm

Thanks Michael. Not sure I understood your final statement...could you say a bit more? Thanks! All the best. Nick

Reply
Michael Duffy
19/5/2016 11:17:43 am

Hi Nick...simply put..I have experienced this particular mindset within organisations I have engaged with. To quote the article ‘The reason we have low levels of engagement at the moment is that staff are unmotivated and uncommitted.’...people do actually rationalise issues this way and there is a total denial on the part of the individual(s) in relation to their own contribution to the issue itself...amazingly they consider their job done once they have "rationalised" the issue. As you mention , there is a tendency to be trapped in the "logic" ...i would go further and say there is a tendency to simply lay the blame elsewhere other than their own domain.

Nick Wright
19/5/2016 11:20:08 am

Thanks Michael. I agree. One of the tricky parts is that this kind of defensive routine can take place subconsciously which makes it harder to surface and deal with. It can also be supported by a culture that colludes with irrational explanations in order to avoid facing, e.g. uncomfortable truths or difficult choices. All the best. Nick

John McDermott, CPLP
19/5/2016 09:15:27 am

The way we avoid circular reasoning is to stop using it. OK, I couldn't resist. The way we avoid using circular reasoning is to learn argumentation and proper writing. We need to teach thinking and reasoning, and to do so we need to learn it ourselves.

How many educators (P-12, college/university, workplace) have actually taken a class or even a short course on reasoning? How many know about logical fallacies? I suggest that few do. It is incumbent for those who haven't to do so. Soon. It helps with making proper arguments. Proper arguments help course participants learn.

Reply
Nick Wright
19/5/2016 09:21:27 am

Nice one, John. :) I agree that critical thinking skills - including reasoning and spotting fallacies - could (and perhaps should) form part of teaching and learning. This is particularly the case where people have access to internet/social media etc. and are, thereby, exposed to a huge volume of diverse information, ideas and perspectives. Skills like researching, discerning and critical thinking can make the difference between sloppy thinking and being swept along with the tide on the one hand or sharp thinking and (relatively) independent thought on the other. All the best. Nick

Reply
Steve Skarratt PGCert Ed, DMS, DMEd, AFHEA
19/5/2016 09:22:11 am

This is partly why reflective practice is a key part of not just teacher training but most H E. In the UK at least. A problem is that as a skill, it takes learning and practice to do it effectively, which requires effort. For some, the effort is too much and lazy thinking ensues. Producing inquisitive learners should be a key aim of any training input.

Reply
Nick Wright
19/5/2016 09:26:05 am

Hi Steve and thanks for the note. I agree with you about the value of reflective practice and that it takes effort and skill to do it well. What models or approaches have you found most useful? I think your comment about producing inquisitive learners is an important goal for leaders and coaches as well as teachers and trainers to model and practice. All the best. Nick

Reply
Barry Jackson
19/5/2016 10:46:57 am

I guess this is the reason you hear so many people losing arguments with themselves while convincing themselves they were right.

Reply
Nick Wright
19/5/2016 10:47:44 am

Thanks Barry. That sounds paradoxical to me! :) All the best. Nick

Reply
Shonette Laffy
20/5/2016 10:30:26 am

Good point - I think maybe giving examples where presumptions can be shown to be wrong and potentially harmful would be useful, but also getting teams to discuss other options could help?

Reply
Nick Wright
20/5/2016 10:31:51 am

Thanks Shonette. Those sound like good ideas to me. Testing assumptions and exploring options could help break out of the 'circle', especially if the client or group is willing to do so. All the best. Nick

Reply
Tiffany Dahlberg
21/5/2016 02:44:27 pm

Thanks for heightening my awareness of watching for this in a training environment.

Reply
Nick Wright
21/5/2016 02:45:35 pm

Thanks Tiffany. Let us know if you notice any of these 'circles' appear in the training room! All the best. Nick

Reply
Andy Scantland
21/5/2016 02:50:07 pm

Right on, thanks for the thinking on this. As coaches, it's our job to hold the mirror up, to reflect back not only the words but more importantly, the implications. 'Ms. Coaching Client, let's listen to what you just said... Now let's think about what happens a year or two down the road if what you just said is true.' Pretty clear that nothing will change, except possibly for the worse as the current negative behaviors become drags on attitude and performance and trust.

Reply
Nick Wright
21/5/2016 02:53:02 pm

Thanks Andy. That's an interesting approach. Similarly, if we notice that our conversations with a client go round and round, or that we keep circling back to the same issues over time, it can be useful to offer this as an observation. We can also pose a challenge, e.g. 'If we were to do something different this time that meant we were to move forward, what would we be doing?' All the best. Nick

Reply
Carina Veracierto, MA
22/5/2016 03:13:46 pm

Exactly. A single action towards something out of the 'circling reasoning', whether it is the coach's question, increasing self-awareness, feedback, coming up with a plan together, or taking a first step/action towards change; all these depending on awareness of the issue, readiness for change/accountability and stage in the goal setting/action process.

Reply
Nick Wright
22/5/2016 03:16:30 pm

Thanks Carina. I think we can test a client's awareness and willingness to change by posing a challenge to the circular reasoning and notice how he or she responds - then offer that back as an observation. Sometimes the observation itself is enough to raise awareness and a shift in perspetive or motivation to change. What do you think? All the best. Nick

Reply
Mel Chew
23/5/2016 08:09:54 pm

Well written Nick. Recently, one of our coaches had a scenario where one of her team members was using this as a block / barrier to why she couldn't do her job effectively and trying to lay the blame elsewhere. The coach spun it around and put the responsibility back on the team member and asked what she was going to do about the block / barrier.

Reply
Nick Wright
23/5/2016 08:14:42 pm

Thanks Mel. Raising awareness of the circle and posing the challenge to the team member sounds like a useful way of tackling it, especially if the team member is unaware of the circle rather than using it as, say, an avoidance tactic. I would be interested to hear how the team member responded and what happened as a result! All the best. Nick

Reply
Yolanda Tully
24/5/2016 09:40:58 am

Great food for thought on go to reshape our thinking.

Reply
Nick Wright
24/5/2016 09:41:32 am

Thanks for the affirming feedback, Yolanda. All the best. Nick

Reply
Arthur Lerner
24/5/2016 09:43:06 am

I like all the responses so far, but for active improvement in the moment I favor approaches along the lines Mel Chew mentioned. I think of it more as putting responsibIlity where it belongs, which may not be exclusively "back" on one person.

I have made progress in my own professional growth with certain questions asked of me, and I know I have helped clients a lot with the use of certain questions. Among the most basic are five w's: who, what, when, where, why. Of these I think the most powerful and useful is to ask why repeatedly. This is especially important when dealing with group behavior. Each successive "why?"
forces deeper (&/or more complex) consideration. The trick is to know when to stop, or gets like a four year old asking why to infinity.

Reply
Nick Wright
24/5/2016 09:46:15 am

Thanks Arthur. I love your final words of caution. The first time I used the 7 Whys technique in earnest (perhaps that was 2 too many!), my client dissolved in tears. As it happened, it touched on some deep spiritual and existential issues that, in that case, the client found helpful to work through. However, as you say, it could start to feel like an endless stream of repeating the same question that becomes tiresome for both! All the best. Nick

Reply
Mel Chew
24/5/2016 04:58:10 pm

Arthur Lerner - Absolutely I agree on both points. Knowing when to stop on the why's and that the responsibility can be on more than one person. This leads quite nicely to the question; what is in your realm of control? What can you control and what can't you? This often takes away some of the negatives and helps with focusing on what the individual can change.

Dave Smith
24/5/2016 01:39:15 pm

Mel's comment highlights the same coaching trick I pull when people are discussing problems. Specific mindsets will shoot down any proposed solutions in flames, and because each proposed solution is deemed unviable the problem is therefore categorised unsolvable.

Simply turn it around: ask what NEEDS to be done to fix (or remove/avoid) the problem. Begin to focus on solutions and not problems. It can be a challenge for people to come up with their own solutions and then suddenly find reasons to discount them - pull them back on track with solution-proposing.

"Six Thinking Hats" is a useful technique to get people into the right mindset to focus on a particular activity at a given stage.

Reply
Nick Wright
24/5/2016 01:46:29 pm

Hi Dave and thanks for the useful ideas. If I notice the 'shoot down any proposed solutions in flames' pattern emerging, I offer it back to the client as an observation. 'Something I'm noticing is...' If the client is fixated on reasons why an idea won't work, I may invite them to brainstorm every conceivable idea why it won't work, no matter how crazy-sounding or extreme. This allows the person to get what they perceive as blockages off their chest and, sometimes, brings humour into the conversation which is enough itself to break the cycle. Having brainstormed the blockages, I invite them to explore similar questions to your own: 'What needs to happen..?', 'If this was resolved...what would you and others be doing?' DeBono's 'six hats' is a great approach too, especially to create and experience a change in perspective and behaviour. All the best. Nick

Reply
Gemma Holden
24/5/2016 01:47:40 pm

I love challenging these types of beliefs along with all the generalisations I hear. Alongside the reframing questions I also like to use some simple ones like "Really?" and "What else?" - with the right inflection in your voice and an audience whom you know won't take offence, they quickly realise they are making statements that hold no value and the penny drops.

Reply
Nick Wright
24/5/2016 01:50:23 pm

Thanks Gemma. Yes, 'Really?' and 'What else?' are great questions! Others could include, 'And?' or 'So..?' All the best. Nick

Reply
Kristy Eighteen
25/5/2016 01:47:44 pm

This is a really useful thread, thanks for this Nick! I have been observing a Training course in preparation for delivering it myself in which we discuss the accountability ladder, & some objections I've seen the advisers come back with were along the lines of circular reasoning. I've been anticipating overcoming these objections & there are some really good questioning suggestions listed here.

Reply
Nick Wright
25/5/2016 01:51:17 pm

Thanks Kristy - that's great feedback! I'd love to hear more about some of the circular objections you have seen - could you share any examples? I'd also be interested to hear more about how you plan to address them and what happens as a result. :) All the best. Nick

Reply
Teresa Ewington FLPI
26/5/2016 08:47:03 am

Really liked reading this over coffee this morning, thanks for sharing.

Reply
Nick Wright
26/5/2016 08:47:39 am

Thanks Teresa! All the best. Nick

Reply
Carl Haynes
26/5/2016 10:39:15 am

I agree with Teresa, good thread - and I'm still enjoying my coffee. For me the challenge lies in enabling people to notice and question their own thought/s. After all it is this and this alone that is creating their 'reality' in any given moment. Being able to step-back and observe their own thinking can be incredibly useful for creating change. And the methods presented in this thread are all nice ways to initiate this.

Reply
Nick Wright
26/5/2016 10:41:07 am

Hi Carl. I suddenly feel the need to make a large mug of tea. ;) I agree that 'enabling people to notice and question their thoughts' is key. Do you have any examples you could share of how you do this in practice? All the best. Nick

Reply



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    ​Nick Wright

    ​I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? ​Get in touch!

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