How often does the Fundamental Attribution Error affect your leadership style or relationships?

SGT Private RallyPoint Member — Wed, 25 Nov 2015 18:37:04 -0500

http://www.psychologyandsociety.com/attributionerror.html

The Fundamental Attribution Error Definition and Example

Response by MAJ Ken Landgren made Nov 25 at 2015 6:51 PM

MAJ Ken Landgren — Wed, 25 Nov 2015 18:51:33 -0500

I would say when subordinate made mistakes, it was do to growing up and making mistakes as a leader.

Response by COL Jon Thompson made Nov 25 at 2015 6:57 PM

COL Jon Thompson — Wed, 25 Nov 2015 18:57:43 -0500

I have never heard of this before but after reading the definition and example, I am sure I have been guilty of it even though I cannot recall any specific examples. I think it is human nature to do this based on our own observations and experiences thinking they are almost always true. I do know that my "default" setting in dealing with Soldiers that failed to do the proper thing was to see if the unit or chain of command failed them first. I did not automatically assume they were solely at fault. I would almost always look and see if we clearly identified the standards, expectations, etc. I do know that many people I served with did not always take that view. A great question and although I am not in a direct leadership position anymore, this is something of which I should be aware.

Response by SGT Private RallyPoint Member made Nov 25 at 2015 8:02 PM

SGT Private RallyPoint Member — Wed, 25 Nov 2015 20:02:01 -0500

In Leadership positions, I've always made time to talk one on one with those I'd be working with. That helped me gauge between how people are specific situations.

Response by LTC John Shaw made Nov 25 at 2015 9:43 PM

LTC John Shaw — Wed, 25 Nov 2015 21:43:07 -0500

Odd question, Why are you asking?
Typically work tasks are based on duties required by the position. The person's effectiveness at the required tasks are impacted by background education and experience.

Response by SFC Stephen King made Nov 26 at 2015 6:52 AM

SFC Stephen King — Thu, 26 Nov 2015 06:52:47 -0500

Great topic SGT Private RallyPoint Member I am curious if it is my FAE or the other person's FAE which cause disconnect in our communication?

Response by SFC Dr. Joseph Finck, BS, MA, DSS made Nov 26 at 2015 8:17 AM

SFC Dr. Joseph Finck, BS, MA, DSS — Thu, 26 Nov 2015 08:17:39 -0500

Age, mentoring, the wisdom of others, a graduate degree in psychology, and experience with people has helped me avoid FAE in many situations. I cannot and would not remove the human factor from who I am , consequently, I will be somewhat effected by FAE despite my best efforts.

Response by Cpl Jeff N. made Nov 26 at 2015 9:24 AM

Cpl Jeff N. — Thu, 26 Nov 2015 09:24:38 -0500

Rather than trying to climb into people's heads I look at the performance and try to evaluate against the performance objectives. Set clear objectives/outcomes and measure to them. As long as their "style" is not disruptive or harmful to the outcomes I don't think about it too much. Over 30 years in fortune 100 companies I have had a lot of very different people work for me, with me and I have worked for a lot of different people. Attempting to mind read and crawl into the "cause" of people's behavior/disposition is unwise. Talking with them about their behavior and performance is appropriate, trying dissect their behavior and personality is unwise.

I know it is popular these days to try to "understand" everyone and many want to try to take every background issue of a person into account. That is not realistic. I have seen people (in professional settings) do things that would curl your toenails. I cannot explain why the do it but they do. People are the total sum of their life experiences and how they have dealt with them.

I try to treat people like I would want to be treated. It is not more complicated than that. Once people cross a line though, there are consequences to poor behavior. Your responsibility to your leader is to make him/her look good/smart for having you around by doing your job, hitting your performance goals and not displaying poor conduct.

Another example would be, why is John always late to work? John could have sleep disorders, he could be gaming all night, he could have a drug or alcohol issue or a dozen other reasons. I would evaluate the performance. He is late, regularly and that is not acceptable performance. Coach/council him. If he comes clean about issues then you refer him to get help. There will be a consequence for the behavior (warning/suspension/termination). It is not fair for all of the others that make it on time every day to have to do his work/cover for him etc.