RATIONALIZATION

Being intelligent, creative and persistent is a good thing. However, when misapplied these positive characteristics can turn into a powerful negative. Criminal behavior is one dramatic illustration of misdirecting these traits. Less obvious is using these attributes to rationalize away responsibility and accountability.One of the strengths of many leaders is their ability to persuade. However, if not careful the leader can fall victim to their own persuasiveness. This can result in rationalizing away failures or taking unwarranted credit for successes. This is extremely dangerous because the real issues — whether isolated or systemic, tactical or strategic — are not addressed. Reality becomes a secondary concern. Indulging in rationalization is a convenient way to avoid life’s sometimes brutal truths. However, no problem was ever solved, no strategy ever executed, no process ever improved through rationalization.

Rationalization is a non-value added mental exercise that wastes resources and disorients an organization. It happens more often than we think and most of us have been guilty of it. A leader who engages in this behavior gives license to others to do the same. The result is an organization where no one holds themselves accountable. Fingers point and silos develop. Productivity falls and communication suffers. As a result goals are not met. I have witnessed up close just such a situation. I was perceptive enough to know it was happening and that it wasn’t helpful. However, it took the benefit of hindsight to fully understand the insidious yet primary role rationalization played in the company’s ultimate demise.

Repeated rationalization is indicative of a leader and/or company in decline. The false sense of security it creates is soon exposed as is the weakness of the leader. Laying blame where it doesn’t belong solves nothing. A leader without the courage to confront reality is avoiding the inevitable. After all, reality like gravity can only be defied for so long.

Certainly there are times when things work or don’t work due to events beyond our control — weather, economy, and supplier performance, for example — and rightly deserve credit or blame. However, there is a clear difference between a leader who pursues the truth no matter how painful they suspect it might be and the leader who is more focused on creating a rationalization to shield them from the unpleasantness of that same truth. One is in search of facts and one is in search of an excuse. It isn’t always possible to know what actually causes a particular effect. However, a genuine desire to discover the truth, no matter how dreadful it may be, is at the core of great leaders.

In the successful organization the players take responsibility and are held accountable. They have the courage to confront reality and the wisdom to avoid rationalization. Focusing their intelligence, creativity and persistence on discovering the truth improves the odds of continued success.

Have you witnessed the negative impact rationalization can have? Have you worked for someone who was a serial rationalizer? Have you been guilty of this behavior?