Do you judge people by their face – as if “judging a book by its cover”

Would you employ this person?

Would you employ this person?

Often we make judgments of others based on their facial features. Mostly, we are not even aware of it. Later, such judgments can appear hasty and ill-considered, downright unfair and wrong. Sometimes of course, we are right. The issue is that we may not know the reasons for being right. However, these sorts of judgments can affect our behaviour. It can be hard to change them, or to stop ourselves from making such judgments in real-time. Recent research by Tom Hartley (see more below) indicates that it’s useful to know how people in general tend to judge others based on first appearances. It may help us to understand how we as individuals may tend to judge others. 

Did she do a good job?

Did she do a good job?

This is particularly important to the world of work where we may make decisions and use judgments that may not be accurate. This may include decisions about important people issues, such as assessing performance, making new investments, recruiting new people or promoting people within the organisation already.

Did you decisions meet your personal and organisation's values?

Do your decisions meet your organisation’s values?

Making unwise decisions is bad enough but making unfair decisions can lead to discrimination, which is not only unfair and wrong, it is unlawful. A good source of support is ACAS . Read the blog from Tom Hartley  If you are interested in understanding what specific triggers can lead to hasty and ill-considered judgments then you can read more here: http://thermaltoy.wordpress.com/2014/07/28/first-impressions-count-but-how/

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499 E: m.raymond@mwrconsulting.co.uk We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people. Here are some examples of approaches that can be used and tailored to your individual needs:

  • Special projects, secondments and assignments
  • Mediation, to address workplace conflict
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations

7 steps for quality group decision-making; to prevent you following like sheep

Groups who make decisions as if a mindless herd of sheep tend to make bad ones

Groups who make decisions as if a mindless herd of sheep tend to make bad ones

“I feel really awful, the group decided to follow a daft suggestion like a herd of sheep”.

Often we feel comfortable just following the herd. It stops us from making and voicing our own evaluations when we feel they may be unwelcome. In many cases, this is a conscious decision, providing us with a way to shy away from the limelight and prevent us being held responsible if anything goes wrong. However, we don’t always notice this happening…

This kind of group behaviour, referred to as ‘group-think’ 1 may lead to some terrible group decisions1. The kind of circumstances that may encourage ‘group-think’ behaviours to emerge are:

  • The group likes being together and sticks together. It is comfortable, respectful and friendly, plus;
  • There is a strong leader and the group lacks procedures to help it make decisions, such as using evidence. This means the leader may become unduly influential
  • Pressure from the environment pushes a group to make quick decisions. The value of good ideas, evidence driven thinking, challenges to how things are done and even involvement of people with expertise outside the group is diminished.
Make good group decisions, avoid 'group-think'

Make good group decisions, avoid ‘group-think’

Here are 7 tips to help:

  1. Establish ground rules and a group charter about how meetings will work
  2. Separate and have a dialogue to tease out the difference between constructive challenges and personal disagreements
  3. Take time to assess the downside and risk that may be associated with a decision
  4. Test out whether the data you have stands up to scrutiny; do you need more, or is the idea not good enough?
  5. Involve people with expertise on an issue. Be respectful of their input and challenge constructively
  6. Take a break. Reflect on discussions to see what issues have arisen for people
  7. Rotate the leadership of the group in order to balance interests and issues with good decision making approaches