As politics and political gamesmanship spill over into the workplace and everyday life, people are learning some of the worst political tricks and applying them in team meetings, advocacy, and presentations.
I've heard Lex Fridman ask his guests to provide a 'steelman' argument before stating his/her own views on a topic. That is, make the strongest case for the opposing position before making their argument. I like this approach. A guest who does it well gains credibility with me.
Thank you for this posting. It provides the reader an interesting concept to contemplate.
My hope is the good to great leaders will study the posting and implement the heart of the message. My experience is less sure.
Though I wasn't familiar with the terms, Straw man and Scarecrow in the presented context, I am very familiar with the actions. As I read the on, I remembered scores of meetings where just such behavior was more than allowed, it was encouraged.
It was normally a command level person who would be the "Straw man or Scarecrow," to protect or promote the executives plan, thoughts or ideas. I also witnessed used against workers who were rightly concerned, and "made" to look little by either the "Straw man or Scarecrow."
I believe, it will take a person of strong moral, ethical and personal convictions to reverse the cultural of many organizations to get rid themselves of the "Straw men and Scarecrows." Only time will tell.
Argument from ignorance fallacy, obvious in teams that are immature or the political climate is highly political. And partners with ad hominem and red Herring.
Bandwagon Fallacy- from my lens this fallacy effects every team, but especially obvious when teams think they are mature specifically when cohesion is high and climate is mild, performance can appear high or on target, but under the hood the performance aggregate input metrics reveal all the issues swept under the rug. It can be toxic in highly political situations think drink the kool-aid for obvious starters.
Jedi Mindtricks/ appeal to authority fallacy I see this a lot in toxic leadership, or those ignorant to what leading with heart is. Prevalent with people given authority and influence and in situations with low competency. Often they mean well, but still have a lot of growth work to do.
Slippery Slope fallacy
And the dirty false delimma. You get this situation when the individual is desperate to retain what little previewed power and influence he has, and solutions are often to Garner more praise ,spotlight, or line their own pocket. The end results are usually a time buy vs an effective solution.
Appeasement Fallacy
This is a fallacy many people default too. Especially when there is no phycological safety or someone is trying to gain a customer or leaders favor. This can end up with devastating consequences, at perspective of all stakes .
I've heard Lex Fridman ask his guests to provide a 'steelman' argument before stating his/her own views on a topic. That is, make the strongest case for the opposing position before making their argument. I like this approach. A guest who does it well gains credibility with me.
Such a great term and practice!
Thank you for this posting. It provides the reader an interesting concept to contemplate.
My hope is the good to great leaders will study the posting and implement the heart of the message. My experience is less sure.
Though I wasn't familiar with the terms, Straw man and Scarecrow in the presented context, I am very familiar with the actions. As I read the on, I remembered scores of meetings where just such behavior was more than allowed, it was encouraged.
It was normally a command level person who would be the "Straw man or Scarecrow," to protect or promote the executives plan, thoughts or ideas. I also witnessed used against workers who were rightly concerned, and "made" to look little by either the "Straw man or Scarecrow."
I believe, it will take a person of strong moral, ethical and personal convictions to reverse the cultural of many organizations to get rid themselves of the "Straw men and Scarecrows." Only time will tell.
Thank you.
Steve
Thanks for your comments, Steve. Here is to you, firmly calling out Scarecrows and Straw Men wherever you see them.
If these are new terms to you, you might consider reading about "Steel-Manning" as a better alternative.
Thanks! I will look for the read.
Excellent read. Studying logical fallacies has been valuable and a sharp mental tool in my belt in many situations.
What others are your favorite to discuss?
Here are 5
Argument from ignorance fallacy, obvious in teams that are immature or the political climate is highly political. And partners with ad hominem and red Herring.
Bandwagon Fallacy- from my lens this fallacy effects every team, but especially obvious when teams think they are mature specifically when cohesion is high and climate is mild, performance can appear high or on target, but under the hood the performance aggregate input metrics reveal all the issues swept under the rug. It can be toxic in highly political situations think drink the kool-aid for obvious starters.
Jedi Mindtricks/ appeal to authority fallacy I see this a lot in toxic leadership, or those ignorant to what leading with heart is. Prevalent with people given authority and influence and in situations with low competency. Often they mean well, but still have a lot of growth work to do.
Slippery Slope fallacy
And the dirty false delimma. You get this situation when the individual is desperate to retain what little previewed power and influence he has, and solutions are often to Garner more praise ,spotlight, or line their own pocket. The end results are usually a time buy vs an effective solution.
Appeasement Fallacy
This is a fallacy many people default too. Especially when there is no phycological safety or someone is trying to gain a customer or leaders favor. This can end up with devastating consequences, at perspective of all stakes .
Thanks for these valuable distinctions and the reminder of how, sadly, political leaders do have real impact on the way we think and behave.
The solution is simple but powerful: clarity, accountability, and an unwavering commitment to truth.
A team built on integrity doesn’t need to burn down false targets to prove a point...it stands strong on truths.