Digging into the undercover workings of organizational culture has many benefits, from improved psycho-social health and well-being, improved creativity among staff, improved problem-solving ability, team building, and many others. However, the details of the undercover workplace aren't new to many of us- some aspects, as they relate to marginalized group may be, but for decades we have collectively avoided addressing the issues we have come to believe are just normal. Why is this? And why is the why behind this also "undiscussable"?
Skilled Incompetence and Organizational Defenses
The research of Chris Argyris back in the 90s shares some theory on how people in organizations cover up their true feelings, intentions, goals, or beliefs, while also covering up the fact that they are covering up. Argyris calls this typical style of interaction Model I Theory-in-use (Argyris, 1990).
According to Argyris, theories-in-use are automatic models of behavior people employ to maintain control over others and their environment. The goal of these "unconscious" programs is to always come out on top, while also not upsetting others. Behaviors characteristic of Model I use include saving face, "designed" lying (white lies) and passive aggression, to name a few.
Skilled incompetence is the "unconscious" part of these process- most people cannot (or will not?) identify when they are behaving in ways that use defensive reasoning or other defenses. In other words, people have learned to be skilled in producing these defenses, which results in skilled (or learned) incompetence (Argyris, 1990). The errors produced by the white lies, illogical (and defensive) reasoning and avoidance lead to accepted incompetence. This is further complicated by the reinforcement of Model I behaviors, through facades such as political correctness, twisting the meaning of tact and justifying such behaviors in the name of saving relationships and building teams.
These behaviors are deployed in order to escape some type of threat, most often the threat of embarrassment or to minimize some outside perceived threat (this is what typically happens when outsiders or others stand up against the status quo, for reference). And, avoidance of these perceived embarrassments and threats leads to defensive reasoning, which leads to skilled incompetence, which further fuels our defenses for fear of being found out. Vicious cycle, isn't it? So, what can we do?
How to Address It
An acknowledgement of the existence of this organizational pathology is necessary before we can even begin to discuss solutions. Without the courage to self-examine our own behaviors and beliefs, there is little chance of us being able to identify and address organizational beliefs and behaviors that are hindering true progress. In order to realize true progress and change, we must dismantle these defensive mechanisms working to keep the status quo intact.
Argyris goes on in the book to describe Model II theory-in-use, which includes behaviors such as productive reasoning (which includes being explicit and clear in your intentions), being candid with one another, allowing honesty and integrity to guide our actions, building tolerance for threats and embarrassment, displaying a genuine respect for others, and helping and supporting through the difficulties that will arise when implementing such changes in our work and behavior.
Model I mindsets and behaviors are so ingrained in our organizational behavior that it's difficult for most people to even know when they are occurring. Expectations around the protections of egos and reputations make it even harder, and more of a risk, to address. Adding even more complexity is the fact that work and organizational culture as currently defined would have to be re-imagined based on new theories-in-use makes the task seem that much more formidable.
Organizational development professionals, consultants, and HR leadership can support revolutionizing their workplaces by acknowledging and bypassing these defenses (in themselves and others) and by working with leaders and employees to redesign work and culture that encourage, reward and support the automatic use of Model II behaviors. By recognizing these behaviors in ourselves, we can then model what is required of others. By being courageous and confronting the systems at play, we can slow down the reactive Model I theory-in-use enough to examine it- and discover the true issues behind our organizations biggest issues.
Questions:
As a leader, how can you begin to disengage Model I behaviors among your teams? With your peers? Within yourself?
What are some pros of Model I behaviors? Can you think of healthier ways to achieve the same results?
Reference: Argyris, C. (1990). Overcoming Organizational Defenses. Prentice Hall.
Hi! I'm Nicole, an organizational consultant and personal coach, who is passionate about inspiring the changes our society needs for all to thrive. Using lessons learned from my own experiences and challenges, I hope to help people within organizations by creating mentally, socially, and emotionally healthy workplaces for all. Check out the other resources on this site for more ways to do just that!
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