Off the hook

'To err is human. To blame it on someone else shows great management potential.'

That made me laugh! It’s a fun variation of Hubert H. Humprey’s, ‘To err is human. To blame someone else is politics.’ But wow – how easy it is to deflect and project our own faults and failures outwards onto others. We see it happen all over the place, from interpersonal relationships to international relations. It’s a way of defending ourselves; of trying to avoid or escape the costs of responsibility; of promoting ourselves; of appearing innocent or superior. It’s about helping us to feel good about ourselves and-or wanting someone else to feel good about us.

It's quite tricky if we don’t know we’re doing it – and it can lead to potential high-risk consequences. ‘Self-deception is like this. It blinds us to the true causes of problems, and once we’re blind, all the solutions we can think of will actually make matters worse.’ (Arbinger Institute: Leadership and Self-Deception, 2000). This poses a difficult question: how to deal with our blindness if we don’t know we’re blind? And what if, if we’re honest – for whatever reason – we don’t want to know? An old adage goes: ‘There are none so blind as those that won’t see.’ Ignorance is bliss?

I’ll start with the last question first. If I’m working with a person in coaching or a group in action learning and I sense resistance in this area, I won’t push too hard. It could, for instance, trigger repressed trauma or suppressed anxiety. Instead, I may pose an invitation, e.g. ‘Is this something you would find useful to explore further? What, for you, would be the potential benefits of exploring this, or the potential costs of not exploring it? If you were to explore this, what support or challenge would you need from yourself, me and-or others?’ It’s their call, their choice.

Next to the first question. This touches on a field known as critical reflexivity. It’s like holding up a mirror to ourselves rather than fixing our gaze elsewhere or onto others. We can think of it as something like this: ‘What within me – e.g. in my own past, culture or world – is influencing what I’m thinking, feeling and doing now?’ This could include, for instance, our beliefs, values, hopes, fears and expectations. It could also include hidden vested interests; that is, things we want to protect or preserve and-or to acquire or achieve. Such influences act as subconscious filters.

In coaching and action learning, I work with people and groups to help them learn to pose searching questions to themselves in a spirit of open curiosity and discovery, e.g. ‘Who or what is holding my attention in this relationship or situation? How am I feeling? Who or what am I not-noticing? What assumptions am I making? How is my past influencing my present? Who or what matters most to me now? How might I be evoking this response in the other party? What am I willing to take responsibility for? What do I want or need? ​What am I willing to stop, start, change or compromise?’

The outcomes and benefits of this approach can be truly transformational. It calls for humility, courage, authenticity and a willingness to exercise personal leadership and agency, yet can open up all kinds of fresh possibilities – and hope. Imagine, for instance, to approach an adversary, prayerfully, in the midst of conflict: 'We are in such a mess. I'm sorry...and, as I look at how we got here, I could have handled my part in this better...' It’s a stark contrast to avoidance, accusation and finger-pointing. What a possibility to co-create a different relationship – and a different future.

(See also: Spots; Art of Deception; Stealth)