Page 16 - Make Work Great
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Prologue

                    There’s more. Not only are your workplace actions strongly driven
                  by your role set, but your workplace satisfaction is heavily dependent
                  upon it too. The question of whether your role set is sending you
                  expectations that are commensurate with, or opposite from, your
                  own internal guidance, is critical to that satisfaction. You are prob-
                  ably inclined to believe that, should you receive external direction
                  that is inconsistent with your own sense of what is appropriate or cor-
                  rect, you will “stay true to yourself.” But more often than not, such a
                  mismatch will result not in your failure to comply with expectations
                  but rather in your compliance with them despite mounting discomfort
                  and internal confl ict. 7
                    In short, your role set can cause you to act predictably and in ways
                  you would never choose otherwise. You may have the fi nal vote as to
                  what you do, but you are not the only driving force. Sometimes, you
                  aren’t even the strongest force.



                  We Make the Fundamental Attribution Error
                  What could be worse than learning that peer pressure, pressure from
                  authority fi gures, and pressure from our role set all act to defi ne and
                  change both our perceptions and our actions? How about learning
                  that we tend to be blind to the roles of all three?
                    As it turns out, despite our best intentions, we systematically dis-
                  count the power of context to drive our actions. Even in seemingly
                  obvious scenarios, we tend to overestimate the role of the individual
                  and underestimate the role of the situation. This tendency was sum-
                  marized well by James Surowiecki in an article in The New Yorker:


                     People are generally bad at accepting the importance of context
                     . . . We fall prey to what the social psychologist Lee Ross called
                     “the fundamental attribution error”—the tendency to ascribe suc-
                     cess or failure to innate characteristics, even when the context is
                     overwhelmingly important. In one classic demonstration, people
                     shown a person shooting a basketball in a gym with poor lighting
                     and another person shooting a basketball in a gym with excellent



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