“Switch” Off Your Fundamental Attribution Errors

I’m not nearly as smart as I think I am.  I’ve been hearing that from people close to me for as long as I can remember, and a recent read of “Switch,” by Chip and Dan Heath, reminded me of that fact.  In particular, their focus on the human tendency to make Fundamental Attribution Errors reminded me to break my habit of drawing character conclusions without considering the context in which I’m observing the behavior that informs those conclusions.  In other words, I'm in the habit of making dumb decisions about people based on bad information.

We’ve probably all done it  - write someone off based on a limited set of unfortunate interactions.  I must admit that I’m one of the worst offenders.  Unfortunately, I’m known among my friends and family for the intensity with which I offer detailed descriptions of a perceived offense, and the extensive character indictments I raise against those who have transgressed.   There is no doubt that select members of our society are, in fact, reprehensible figures and deserve the full fury of my indignation; however, the Heath’s have reminded me to consider the broader context, or remember the bias inherent in small sample sizes.  After all, given what I just wrote, someone with limited exposure to me might conclude that I’m no sweetheart (a few ex-girlfriends would probably agree).  However, I’m confident that in the broader context of my life, I average out to a pretty decent guy.  I would hope when I act like a jackass, I’m given the benefit of the doubt; and I’m going to extend the world the same courtesy.

As for the rest of “Switch,” it offers some interesting insights into behavioral change, and our inherent nature for finding or sabotaging motivation.  The central theme of the book is that we can understand human willpower using the analogy of a trained elephant walking through the woods.  What determines the elephant’s course: the rider on the elephant’s back (rational thinking), the elephant itself (emotion) or the path the elephant walks (situation/context)?  The answer, according to the Heaths, is all three, and through understanding of how each interacts with the other one can elicit sustained personal or organizational behavioral change.  The book only scratches the surface of some deeper research from psychologists at Stanford and other schools, but it’s a quick and interesting read that offers practical advice for making change.