Encyclopedia of Leadership

HOW TO USE THIS LEADERSHIP TOOL

“On occasion we’re gullible because we’re caught up in powerful emotions, for example, anger,

wonder, fear, greed, and grief.”

—Carl Sagan, THE DEMON-HAUNTED WORLD:

SCIENCE AS A CANDLE IN THE DARK

We suggest four levels of application for this leadership tool.

1. As a reminder, review the list of fallacies outlined from time to time.


2. Think of your own examples when you have experienced these errors of logic. Doing
   so will ground this tool for you and make each category of logic error more under-
   standable and meaningful. You might wish to involve your workgroup in using this
   tool. They too could benefit from developing their instincts for detecting logical falla-
   cies.


3. Use the appropriate steps to test and detect logical fallacies in management decisions:
   ❑ Take the time to analyze a problem before taking action. (Many leaders claim that
   they don’t have time to do it right the first time, but seem to find time to fix up
   things that go wrong.)
   ❑ Learn how to use problem-solving and decision-making tools. [☛7.2 Problem
   Solving]
   ❑ Learn and use the Quality tools like causal analysis, fishbone diagrams, and so on.
   [☛7.7 Quality Tools]
   ❑ Seek independent confirmation of your decisions.
   ❑ Search out alternative hypotheses; remember that human behavior is complex and
   often multicausal.
   ❑ Don’t assume the first solution is the best solution; seek out and explore other
   options.
   ❑ Quantify information whenever possible (this aids in decision making).

SECTION 6 TOOLS FORCRITICALTHINKING ANDINNOVATION 171

Applying an argument only where it suits

your interests and/or needs

Making fun of a person or position rather

than dealing with real issues

Assuming that if you do something once, it

will escalate

The claim that whatever has not been proven

false must be true, and vice versa

Assuming short-term actions will make long-

term sense, or vice versa

Using aphorisms to disguise unpleasant

realities

A leader giving others feedback because “It’s

good for them”when the same leader does not

accept feedback.

“All accountants are dull and analysis-retentive.”

“If we allow one person to do this, they’ll all want

to do it.”

“We haven’t heard from marketing, so they can’t

be promoting our product.”

“If we all work harder, our jobs will be more

secure.”

“We need to rationalize our operations by

rightsizing our resources.”

Inconsistency

Caricaturing

Slippery slope (domino

theory)

Appealing to ignorance

Short-term versus long-

term; tactics versus

strategy

Weasel words