Perception Is Reality

I had an engaging conversation with a trusted colleague of mine a couple weeks ago regarding the concept of ‘perception is reality’.  It was a refreshing reminder that critical thought remains available even amidst a recessionary environment where self justification often prevails as a means of positioning for future rewards.

…Many of us have been subject at some point in our career to a prescribed judgment of mediocrity by virtue of the boss perceiving our performance as less than optimal.  And rather than quantifying such assumptions with data, it is justified by some iteration of the ‘perception is reality’ argument. 

Far be it from me to completely disqualify this argument.  After all, any competent professional understands the idiosyncrasies of being well liked in the office and thus afforded more opportunity for advancement.  It is simply human nature to engage accordingly, and demonstrative of the virtues of trust as a mechanism to reward like-minded behavior. 

However, I propose that as formers/keepers of corporate culture we have an onus far greater than this simplistic philosophy.  We have a responsibility to entertain the character of oppositional thought, as it a representative part of the collective whole that comprises the organization. 

Overall, we have a responsibility to challenge the ‘perception is reality’ proposition that plagues corporate culture.  It is lazy in that it fails to engage the due diligence requisite in measuring true performance.  If we reduce ourselves to measuring worth in others as a proxy to our own accomplishments, we fail the organization in facilitating the progression of intellectual thought that helps achieve its strategic objectives. 

Which is to say, ‘perception is reality’ is a failed model of management.  Do better.  Give true 360 degree feedback that is absent of anonymity and full of data that can be woven together to promote knowledge and understanding of the landscape.  Further, provide specificity in what actions are necessary to overcome adversity.  Finally, lest you want mutiny amongst your team, don’t move the goalpost without fair warning.  After all you yourself asks for nothing less.

Comments, rebuttals, and stories welcome.