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Where to start with this book? It's brilliant.
Margaret Heffernan is a businesswoman, writer and academic
whose book, ‘Wilful
Blindness’ examines how individuals and organisations alike fail to see or
acknowledge things that common sense or hindsight suggests should have been
obvious.
In the field of Knowledge Management (KM), we often
encounter issues that cause, or have been caused by, such poor vision. Lessons capture workshop discussions usually
reveal facts that were known to all but were never acknowledged at the time
when to do so might have made a difference.
Furthermore, the reluctance or inability of some organisations to act upon
such lessons can be partly explained by the ideas explored in this book.
Using examples from personal relationships, academic
experiments, oil companies, the City, the military and healthcare, the book
sets out many different ways in which we blind ourselves to what is happening:
·
Affinity and ‘love is blind’ – the book starts
with us as individuals, exploring the concepts of ‘affinity’ and love blindness
– whereby we usually end up in relationships similar to us and allow our
feelings for partners, family or friends to obscure certain negative aspects of
their lives (e.g. unpleasant traits or even health problems).
·
Ideology, convictions and cognitive dissonance –
ideologies provide a framework within which we try to make sense of the world
but when facts appear to contradict our interpretation, many of us will ignore
them as inconvenient or will refuse to act in ways that go against our beliefs,
because to do so would force us to admit such beliefs are flawed.
·
Tiredness and distractions – there is a limit to
how many hours of work anyone can do before becoming tired. Furthermore, chronic tiredness (i.e. the
result of a lack of sleep over many days or weeks) can result not just in ‘blindness’
but hallucination. The book also looks
at the ‘myth of multi-tasking’ and sets out how we can actually only focus on a
limited number of activities or information feeds at any one time. Against such a backdrop, the case for
well-rested aircrew and bans on mobile phone use whilst driving makes a lot of
sense.
·
‘Sticking one’s head in the sand’ – like the
myth of the ostrich, we refuse to acknowledge information that, deep down, we
know will require us to act. As
individuals we let debts accrue, ignoring the letters from the bank and loan
companies. We indulge in habits such as
smoking, drinking and tanning despite the evidence of harm. Within organisations, people often prefer the
status quo to change and so remain silent, not wanting to ‘rock the boat’.
·
‘Blind obedience’ – strict hierarchies enable
effective execution of strategy but without feedback mechanisms or the ability
for employees to exercise discretion, unintended consequences are common. It’s not just military orders that result in
unforeseen outcomes, poorly-designed business targets also lead to short-cuts,
accidents and death.
·
Cultural conformity – cultures can be positive
and enabling just as they can be negative and restrictive. In the latter case, the unspoken, implied
requirements to conform inhibit employees’ creativity, restrict free discussion
between them and lead them towards tribalism and ‘groupthink’. In such environments, anything approaching honesty
is tantamount to career suicide.
·
By-standers – the book reveals that when passing
someone having a heart attack in a busy street, most people will walk on by,
each presuming that someone else will deal the situation. However, when faced with such a situation on
one’s own, most people will try to help.
Additionally, scrutiny actually reduces with every extra layer of
oversight. Again, this is partly
explained by a reluctance to stand out, a fear of embarrassment and a
presumption that others know better than oneself. This chapter notably concludes with a
chilling letter from a farmer, complaining of having to witness the brutal
treatment of prisoners at the nearby Mauthausen concentration camp in World War
Two Austria at which, he wrote,
“…inmates
are being shot repeatedly; those badly struck live for yet some time, and so
remain lying next to the dead for hours and even half a day long. My property lies upon an elevation next to
the Vienna Ditch and one is often an unwilling witness to such outrages. I am anyway sickly and such a sight makes
such a demand on my nerves that in the long run I cannot bear this. I request that it be arranged that such
inhuman deeds be discontinued, or else be done where one does not have to see
it.”
·
Out of sight, out of mind – distanced leadership
cannot lead; at least, not in the fullest sense of the word. Remote leaders can be geographically removed
from the bulk of their staff but also by structure and attitude. Just as organisations can be structurally dysfunctional,
so the behaviour of management filters out unwelcome truths, reducing yet
further its chances of making well-informed decisions.
·
Cassandras and whistle-blowers – perhaps the
most depressing chapter is devoted to those brave few that not only see what is
happening around them but are prepared to tell others. To begin with, they use the proper internal channels
and find their concerns ignored, belittled or denied – some are sacked at even this
point. Then they resort to leaking
information to the media, risking the wrath of their former employers and
colleagues whose guilt leads them to attack the messenger.
Margaret Heffernan concludes by suggesting what
organisations (businesses, notably) can do to “see better”. Obviously, with so many ways in which we can hide the truth from ourselves and others, some significant effort is required so that those with the power to make decisions do so with all the facts before them.
We’ll look at these ideas in a future blog
post.
For now, suffice to say that this is an excellent book for
anyone interested in management, leadership, politics or those with a curiosity
about why some things go wrong and how we can learn from them.
My only slight criticism relates to a couple of minor
assertions that appear to belie the author’s own political viewpoint instead of
flowing from rational argument but then, as she is good enough to concede, we
all have our own biases.
To discuss how your organisation learns, if at all, or to
explore how KM can help it to avoid some of the issues discussed here, please
visit for the Knoco website or contact me
direct.
1. Before starting a new piece of work, I will try
to find out who has done it before.
