| | | | | |  | | | | | | | | THE
SET-UP-TO-FAIL SYNDROME | | | | How
Good Managers Cause Great People to Fail | | | | by
Jean-François Manzoni and Jean-Louis Barsoux | | | | | | | |
| | | | | | | | A | | | | | | | | actor-observer
bias, 79, 80
Air France, case study of, 126-127
anchoring, 70
effects
of, 74-76
Argyris, Chris, 123, 145, 235
Attali, Bernard, 126, 127
attribution
biases, 79-84, 95s
autonomy
fostering
of, 212
importance
of, 38
and
motivation, 37 | | | | | | | | B | | | | | | | | Bad
news
Differential
boss response to,23, 26, 29-31, 52, 58-60
Productive
handling of, 210-212, 216, 218, 237
Barnevik, Percy, 225
Bennis, Warren,
2
bias
actor-observer,
79, 80
attribution,
79-84, 95
confirmatory,
76-77, 91, 204
in
observation, 77-78
in
recall, 84-85, 91-92, 94, 96
overconfidence,
74-75
overintentionalizing,
88-89, 94, 149
self-serving,
79
Blanc, Christian, 126-127
bosses. See managers
Bossidy, Larry,
188
Bullying, workplace, 12
incidence
of, 12-13
outside
United States, 13
worker
responses to, 13 | | | | | | | | C | | | | | | | | Camus,
Albert, 101
Career derailment, 10-11
Change, personal
behavioral,
235-244
desire
for, 225
importance
of, 224-226
internal
feedback for, 228-230
master
program alteration for, 235-236
personal
investment in, 248-250
preparing
for setbacks in, 244-248
reflective
techniques for, 239-244
third-party
support of, 230-234, 242-243
Citizenship behavior, 82
coaches, assistance
provided by, 231-232, 242-243
confirmatory bias, 76-77, 91, 204
Cooper,
Cary, 12
covert lobbying, 103
counteracting
of, 103-104
effects
of, 104
customer satisfaction
effects
of Set-Up-to-Fail Syndrome on, 121
research
on, 246 | | | | | | | | D | | | | | | | | delayed
problem recognition, 58
Deming, Edward, 249
dialogue
context
for, 168-170
importance
of, 132-133
regarding
problem origins, 171-175
regarding
problem symptoms, 170-171
directions, disguised, 29-30
disagreements
escalation
of, 150-152
scripted
collisions, 151 | | | | | | | | E | | | | | | | | E
factors, 55
easing in, 153
risks
of, 153-156
energy pot
depletion
of, 115
preservation
of, 237
under
normal versus stressful situations, 149
equity theory, 99
escalation of
disagreements, 150-152
everyday
manifestations of, 152
expectations
impact
on subordinate performance of, 42
importance
of, 47-51 | | | | | | | | F | | | | | | | | fair
process, 125-127, 165, 177, 188, 190
fairness
assessment
of, 167
perceived,
171
perceived
lack of, 98, 125-126
feedback
communicating
disappointment, 212
costs
of giving, 158-159
dialogue
in delivering, 168-179, 206-207
discounting
of by subordinates, 97-99, 105
easing
in of, 153-157
effective
delivery of, 142-143
fairness
of, 98
framing
of, 156-158
importance
of timeliness of, 205, 206
pain
of giving, 207
positive,
215-216
risks
of giving, 136-140
self-monitoring
by giver, 204-205
solicitation
of, for change, 228-230
subordinate
acceptance of, 140-143
360-degree
programs, 17-18, 115
Fiorina, Carly, 200-201
frame blindness, 240
framing,
143
articulation
of, 149
boundary
and reference point definition in, 145
case
study of, 146-150
examples
of, 144-145
of
feedback, 156-158
of
stressful situations, 145
frozen,
145-146, 148
limited
view, 148
points
of reference in, 152
self-evaluation
of, 149-150
fundamental attribution error, 79 | | | | | | | | G | | | | | | | | Gerstner,
Lou, 203
Ghosn, Carlos, 201
Golem effect, 40
Gupta, Rajat, 217 | | | | | | | | H | | | | | | | | Hiatt,
Arnold, 224
human resources
dealing
with Set-Up-to-Fail Syndrome, 115-116
effects
of Set-Up-to-Fail Syndrome on, 122
hypervigilance, 92 | | | | | | | | I | | | | | | | | in-group
composition
vs. performance, 72-73
extension
of attribution biases to, 79-84
preferential
treatment of, 24, 30
relationship
with boss, 94
responses
to feedback, 98, 140
interruption of the Set-Up-to-Fail Syndrome
assessing
the problem, 170-175, 180
case
study, 161-163, 180-187
costs
and benefits of intervention, 132-134, 158-159
importance
of fair process, 125-126, 177, 188
limits
of unilateral approach by manager, 128-132
lost
causes, 189-190
outcomes
of intervention, 177-180
preparation
of the intervention, 163-167
steps,
167-177, 180
the
case of slackers, 187-189
triggered
by subordinate, 190-194 | | | | | | | | J | | | | | | | | justice.
See fair process | | | | | | | | K | | | | | | | | Kerr,
Steve, 229-230
Kotter, John, 2 | | | | | | | | L | | | | | | | | labeling
anchoring
and, 70
attitudes
and, 71-74
confirmation
of, 91-93
distorting
power of, 93-94
durability
of, 74-76
faulty
information and, 70
premature
closure of, 69-70, 203
resisting,
202-204, 213-215
by
subordinates, 87-96
value
of, 68-69, 203
leader-member exchange theory, 23
leaders
distinguished
from managers, 2-3
See
also managers
leadership point-of-view, 198-199
learned helplessness,
35
research
on, 36
learning environment
analyzing
positive outcomes in, 215-216
autonomy
building in, 212
importance
of, 209
nonpunitive
nature of, 210-211
reflection
and, 241-244
Livermore, Ann, 200-201
lying, dangers of, 155 | | | | | | | | M | | | | | | | | managers
bias
in recollections by, 84-85
career
success variables for, 10-11, 123
competing
demands on attention of, 3-4
conscious
crafting of behavior by, 235-244
distinguished
from leaders, 2
differential
awarding of credit by, 78-84
differential
behavior toward subordinates by, 21-24, 28-33
dilemmas
facing, 4-5
feedback
for development of, 17-18, 228-230
incoming,
difficulties faced by, 108-109, 200-201
interpretation
of employee behavior, 82-84
maturation
of, 224-227
in
out-group, 119-120 overconfidence of, 75-76
personal
development of. See change
pressures
on, 11, 75
vresponses
to failure and success by, 30-32, 172-173
selective
observation by, 77-78
setting
expectations of subordinates, 198-200
stress
and, 11, 12, 75, 124, 136, 145, 148-150, 163, 204, 235, 237, 240, 245
third-party
coaching of, 230-234
toll
of Set-Up-to-Fail Syndrome on, 114-115
and
weaker performers, 9-10, 22-25, 46-47, 51-55
master program, internal, 235
overriding
of, 235-238
rewriting
of, 238-239
self-control
to combat, 236
memory reconstruction, 84-85
mentors
assistance
provided by, 231-232, 242-243
benefits
of, 232
mindlessness, 35
Morita, Akio, 241
motivation
impact
of expectations on, 38-41
intrinsic,
28
loss
of, 6, 27, 34, 37, 41, 60, 64, 155
perceived
lack of, 7, 54, 82
sources
of, 34-38 | | | | | | | | N | | | | | | | | nature
or nurture, 222-224
Nicoli, Eric, 190 | | | | | | | | O | | | | | | | | out-group
behaviors
of, 91-96
consignment
to, 73-74
effects
on team of, 117-118
manager
in, 119-120
managerial
perceptions of, 80-81
membership
of, 126-128
signs
of assignment to, 29-33
turnover
among, 24
overconfidence
effects
of, 74-75
universality
of, 75
over-intentionalizing, 88-89, 94, 149 | | | | | | | | P | | | | | | | | Pearson,
Andy, 113, 225
peers
as
developmental partners, 233-234, 242-243
internal
feedback from, 228-229
personal development. See change
personnel
records, judicious use of, 203-204
Pottruck, David, 245
prevention of Set-Up-to-Fail
Syndrome, 194-195, 197-198
building
subordinate confidence and, 210-211
early
intervention for, 205-207
creation
of the right environment for, 209-218
investment
in, 217-219
knowing-doing
gap in, 221-222, 227
partnership
of boss and subordinate, 207-209, 242
relationship
development for, 200-202
relationship
framing for, 198-199
resisting
biased evaluations, 204-205
resisting
premature labeling, 202-204
role
of trust in, 216-217
syndrome
busters and, 197-198, 210-218
productivity
managers
and, 4-5, 9-10
Set-Up-to-Fail
Syndrome and, 11-14
psychological abuse, 12
Pygmalion effect, 38
speed
of, 49-51
research
on, 38-41 | | | | | | | | R | | | | | | | | reactance
theory, 101
recall
memory
reconstruction, 84-85
phantom
recollection, 94, 96
selective,
91-92
relationship, boss-subordinate
defined,
178
deteriorating,
131
development
of, 200-202
framing
of, 198-199
irreparable,
189-190
joint
ownership of, 131-133, 176-177, 207-209
resistance to change, perceptions of,
80-81
root-cause analysis, 183-184 | | | | | | | | S | | | | | | | | satisficing,
89-90
consequence
of, 93-94
Schmidt, Eric, 118
Seely Brown, John, 243
selective observation,
77-78
self-confidence
importance
of, 28
of
managers, 48
research
on, 35
volatility
of, 48-49
self-control, importance of, 236
self-determination theory, 36-38
needs
identified by, 202
research
in, 36-37
self-efficacy
and
business performance, 34-35
and
health, 34
self-fulfilling prophecy, 55-56, 64-65, 163
self-handicapping,
61, 62
self-reinforcing process, 56-59, 67-68, 163
self-serving bias, 79
extension
to in-group of, 79-84
Set-Up-to-Fail Syndrome
as
self-fulfilling prophecy, 55-56, 64-65, 163
as
vicious cycle, 46-47, 58-60
beyond
boss-subordinate relationships, 8
costs
of, 9-14, 113-122
interruption
of, 158-195. See also interruption of Set-Up-to-Fail Syndrome
managerial
discounting of, 121-124
prevention
of, 194-219. See also prevention of Set-Up-to-Fail Syndrome
Pygmalion/Golem
effect and, 38-41, 49-51
self-reinforcing
nature of, 56-59, 67-68, 163
setbacks
coping
with, 245-246
opportunities
provided by, 246-248
types
of, 244-245
Sethi, Dick, 230
Simon, Herbert, 89
sink or swim principle,
dangers of, 200
skilled unawareness, 123
skip-level meetings, 103-104, 115
slackers,
dealing with, 187-189
Smith, Raymond, 224
spontaneous trait inference, 82
Stayer,
Ralph, 244-245
stress
managers
and, 11, 12, 75, 124, 136, 145, 148-150, 163, 204, 235, 237, 240, 245
subordinates
and, 113, 116, 131, 148-149
stronger performers
characteristics
of, 22
effects
of Set-Up-to-Fail Syndrome on, 116-118
management
of, 23
perceived
motivations of, 83
Pygmalion
effect and, 38-41
reactions
to feedback of, 140
signals
sent by managers to, 28-33
See
also in-group
Stupski, Larry, 245
subordinates
and
stress, 113, 116, 131, 148-149
building
supportive environment for, 210-218
categorization
by bosses of, 20-22, 71-74
confirmation
biases of, 91-96
defined,
3
hypervigilance
by, 92
interpretation
of boss behavior by, 95
labeling
by, 87-91
mobilization
of, 2
motivation
of, 6, 27, 28, 34-41, 54, 60, 64, 82, 155
preemptive
strikes by, 107-109
proactive
responses to Set-Up-to-Fail Syndrome, 190-194
provocation
of boss by, 102-103, 105
reactions
to feedback, 97-99, 136-143
rehashing
the past, 99-100, 105, 173
selective
recall by, 91-92
social
corroboration of assessment by, 92-93, 94, 96, 118
as
source of feedback, 228-230
syndrome, 7
syndrome buster(s), 197-198
and
labeling, 202-205, 213-215
attention
to positive outcomes by, 215-216
born
or made, 222-224
caring
for subordinates by, 216-217
creation
of supportive environment by, 209-218
distinction
between person and performance by, 201-202, 213
early
investment in relationships by, 198-202
enlisting
help becoming, 227-234
feedback
from, 205-207, 214-215
first
100 days of, 198-209
investment
by, 218-219
personal
growth of, 222-227
response
to bad news, 210-212, 216, 218, 237 | | | | | | | | T | | | | | | | | team(s)
effects
of Set-Up-to-Fail Syndrome on, 122
effects
of stronger performers on, 117
effects
of weaker performers on, 117-119
Teerlink, Rich, 230
termination, 124-125
disadvantages
of, 125-126
ramifications
of, 128, 134
threat and embarrassment, managerial behavior when facing, 145,
148-149, 163, 235
360-degree feedback programs, 17-18, 115
Tilling, Mack,
232 | | | | | | | | U | | | | | | | | unawareness
in
framing, 149
skilled,
123
underperformance
expectations
and, 47-51
by
subordinates, 113-114
unfairness, perceived, 92, 119, 125-126
unilateral
remedies by manager, 128
appeal
of, 129
prognosis
of, 129-131
risks
of, 132
unsolicited advice, effects of, 29 | | | | | | | | V | | | | | | | | vicious
cycle, 46-47, 58-60
videotaping of interactions, 243
vigilance, 92 | | | | | | | | W | | | | | | | | weaker
performers
alliance-making
by, 103-106
characteristics
of, 5, 21
differential
treatment of, 21-24, 28-33
difficulties
facing, 51-55, 76-86
erosion
of self-confidence of, 27-28, 48-49
expectations
and, 41-43
feelings
of injustice on the part of, 93, 99, 100, 108, 173, 191
identification
of, 20-22, 71-74
managerial
reluctance to give feedback to, 136-143
negative
energy of, 118-119
over-striding
by, 60-61
past
grievances of, 99-100, 105, 173
provocative
behavior by, 102-103, 105
resistance
to feedback by, 140-141
slackers,
187-189
"standing
up to the boss" by, 100-101, 105
termination
of, 46, 115-116, 124-128, 187-189
withdrawal
from contact with manager, 26-27, 58-60
withdrawal
from job, 27
Welch, Jack, 49, 123
Winkler, Don, 224
Woods, Tiger, 239 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
