The Wise Advocate by Art Kleiner

Author:Art Kleiner
Language: eng
Format: epub
Tags: BUS071000, Business & Economics/Leadership, BUS041000, Business & Economics/Management
Publisher: Columbia University Press
Published: 2019-01-28T16:00:00+00:00

Observable reality: Majid has gone to the founders of the company to “clarify” Lauren’s directions.

Interpretation: He is doing this to undermine me.

Assumption: He doesn’t want to take direction from a female, and he will not respect my decisions.

Conclusion: I have to fight for every decision I want to make.

Belief: Being a leader in this company means being in a constant battle with my colleagues, especially because I’m a woman.

Action: Lauren prepares to resign.

Though Hayakawa, Argyris, and Senge didn’t use the terms deceptive brain messages, relabeling, or Wise Advocate, the ladder is deeply congruent with those concepts. A deceptive brain or organizational message is typically a leap up the ladder, drawing a conclusion that is based on interpreted facts but not really supported by the observable facts. If you return to the same messages, before long you are literally jumping to conclusions—missing facts and skipping steps in the reasoning process. These leaps often happen so rapidly that the conclusion seems inevitable and unquestionable. But with this guide before her, Lauren can lay out the whole chain of false logic. She can write out the assumptions ahead of time (calling on her Wise Advocate to help her) and then say something like this to Majid: “I don’t think we’ve been fully clear with each other about our decisions on this new territory. Could I ask you to explain your thinking to me? And would you be willing to listen to mine?”

If she can make Majid feel welcome and reveal her own internal logic, then he will be in a much better position to reveal his own:

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