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29. Trait Ascription Bias:
We tend to view ourselves as having a fluid personality that adapts to the environment, while viewing others as having fixed personalities. "I acted unreasonably because I was under pressure. He acted unreasonably because that's just who he is."
My Friends, a New MEGATH...
@G_S_Bhogal on Twitter
It is equally impossible to show that people who acquired the competencies they lacked outperformed those who did not—that, in other words, well-rounded people are better. These two statements together are the foundation for most of what companies do to develop the talents of their people, yet each of them is unfalsifiable—you will find no academic papers in any peer-reviewed journal proving the necessity of possessing certain competencies, and no proof that acquiring the ones you lack nets you any increase in performance. Both of these assertions, despite the good intentions that created them, are conjured from thin air—and we can never know if they are correct.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
Your task is simple: instill in people a feeling of inner security. Mirror their values; show that you like and respect them. Make them feel you appreciate their wisdom and experience. Generate an atmosphere of mutual warmth. Get them to laugh along with you, instilling a feeling of rapport. All of this works best if the feelings are not completely faked. By exercising your empathy, by getting inside their perspective (see chapter 2 for more on this), you are more likely to genuinely feel at least a part of such emotions. Practice this often enough and confirming people’s self-opinion will become your default position—you will have a loosening-up effect on almost everyone you encounter.
The Laws of Human Nature
Robert Greene
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