I recently ate breakfast with a few other local business types (one the head of the best event staffing company in Atlanta) and one of them presented an interesting problem. He told the story of a former staff member who had made what seemed (to him) to be an obvious mistake. He seemed to think that this was caused by an inborn flaw that could never be fixed. The dilemma, should he have gotten rid of the staffer or worked around the staffer? The majority of people agreed with the inborn flaw theory, but that he should just work around the flaw.
I thought that the problem was fundamental attribution error, (attributing the problem to the person and not the situation). He thought that the former staffer possessed no initiative. My initial thought (from his description of the situation) was that the staffer was confronted with an unclear situation and he had no obvious way to show initiative.
Upon further thought, in real world situations, there is no way to ever determine which one of us is right, and the best thing to do it just put the solution to the problem in a checklist or manual and move on.
This post originally appeared on the Stronico blog – with the absorption of Stronico into Digital Tool Factory this post has been moved to the Digital Tool Factory blog
||Written By Steve French|