Deeper Applications for Understanding our Blind Spots

Let us revisit the elusive blind spot. First mentioned in 1955 by Joseph Luft and Harrington Ingham, a blind spot is defined as a behavioural trait an individual is not conscious of, but one which is observed by others. Yet, uncovering our blind spots is not as simple as seeking feedback from others, no matter how well-meaning they are. Do take time to read our article on handling feedback to learn more.

Variables Impacting Workplace Effectiveness

Like it or not, a person expressing his feedback or opinion is always tinted with his own personality and biases. In order to address this gap objectively, we can begin by examining the variables that impact the effectiveness of a workplace behavior. This understanding provides clarity on the feedback recipient’s areas for development in a manner that avoids making pre-mature conclusions and prescriptive judgments about him or her.

Drawing insights from Barker & Bateson’s System Psychology model, the effectiveness of a behavior is dependent on its fit with the nature of the work, the people working together and the work environment. A forthright person may be dealing with work that is technical in nature in an open and communicative environment. His inclination to be forthright is a response to his perception of what he believes to be most important and effective to thrive in his work.

Recognising Our Unique Strengths

Therefore, if the feedback giver perceives his subordinate’s high inclination to be forthright as a weakness, it could be due to a blind spot that has been triggered under certain stressful situations. Rather than to take corrective action to curb his forthrightness, it will be helpful for the feedback recipient to take a step back and examine the variables that impact on the effectiveness of a behavior, such as the nature of one’s work.

Doing so helps both the feedback giver and feedback recipient not to miss out on the unique strengths of the latter to be effective in a job-fit. Being forthright for instance, helps others understand and appreciate what he sees as important and valuable for them.

Change is the Only Constant 

Even when we have identified a personality-fit with the job role, it is dangerous to assume that those work variables remain constant over time. What worked for the person in his previous role may not work in a different role as the nature of one’s work can change. 

For instance, he may be unaware that his intense forthrightness, among other strengths in his previous role, may hinder him in being effective in a new role to coach less experienced colleagues.

 Uncovering the Complex Reality

Furthermore, there are times when even with a job-fit, a positive trait may not serve a person well. That occurs because we are complex beings that do not function based on a single trait alone. A combination of certain positive traits may result in negative behaviours under stressful conditions. That explains why blind spots arise occasionally without the person being aware and others who may have observed, yet not knowing the root cause.

For instance, a person may become blunt and offensive to others in a tight deadline situation, when he has both a high inclination to be forthright and fast-paced. On the other hand, another person who has an inclination to speak less may flip to be intensely forthright at the negotiation table when he also has a high inclination to be emotion-able (note: not emotional).

Even for highly introspective individuals who could be aware of their blind spot behaviours, they may not know the root cause. This is because it is unlikely that they will spend their time daily to track how their own traits interact with one another. Few would be inclined and able to examine how their trait interactions result in certain behaviours with a clear classification and definition of all their traits.

A Whole New Level  

Recognising this, some organisations go the extra mile to combine observations by self and others, with the administration of psychometric tests on personality profiles. The tests equip them with a sharper and deeper understanding of the underlying root causes and behavioural effects of people issues.

This approach also recognizes that we need to be intentional yet patient with ourselves in managing our blind spots because it does not involve soft skills alone. The key lies in shifting of perspectives as we develop our mind set and heart set.

Find out more from our article: Actionable Steps to Enabling Post-Assessment Transformation