Cognitive Dissonance – is it getting in your way?
Cognitive Dissonance is a topic that has popped up for me several times this week , coincidentally.
If you’re not familiar with the concept, it is essentially the discomfort or tension we feel when we hold two conflicting beliefs or behaviours at the same time. For example, if you believe that smoking is bad for your health but continue to smoke, you experience cognitive dissonance because your actions are not in line with your beliefs.
The first time I discussed cognitive dissonance this week was in a workshop I was running with a group of healthcare professionals in a major hospital – we were discussing how staff value patient care and safety very highly, but might sometimes be forced to act in a way that might not be best standard, such as not being able to give a patient the time and attention they need, due to time constraints and limited resources.
Cognitive dissonance also came up in conversation with a tertiary education provider, who was telling me how their students might struggle with certain projects they are working on – they know their project is important for good grades and they want to put time into their work, but they put off tasks that seem uncomfortable “too hard” in favour of activities that much more pleasurable e.g. catching up with friends.
In my own personal life, I experienced cognitive dissonance for myself this week. I’m a huge fan of clean eating and focusing on good nutritious foods, because my digestive system and brain feel SO much better when I avoid processed foods. But then I was delivering a workshop at a business where they brought out a yummy selection of morning tea treats, including cakes and pastries. Yum!
But I was conflicted, because if I indulge in the sugary pleasure of the delicious treats, I will be acting out of alignment with my values. (In case you are wondering what decision I made to reduce this discomfort, you’ll have to keep reading to find out!)
The reality is that cognitive dissonance can manifest itself in many ways, both in the workplace as well as outside of work.
When it occurs in the workplace, it can impact both individual employees as well as the overall organisational culture.
Examples of this include the following (and I wonder how many of these your employees might relate to, from their perspective?):
• Ethical Dilemmas – For example, an employee believes in honesty and transparency but is asked to withhold information or manipulate data for the benefit of the company, causing internal conflict.
• Performance vs. Values – For example, an employee values work-life balance but feels pressured to work overtime consistently to meet performance targets, leading to stress and dissatisfaction.
• Diversity and Inclusion – For example, a company promotes diversity and inclusion, but employees observe discriminatory practices or a lack of genuine effort to create an inclusive environment, resulting in disillusionment.
• Leadership Decisions – For example, employees trust and respect their leaders but are confused or disheartened by decisions that seem inconsistent with the company’s stated values or mission. (How many businesses have values proudly displayed on the wall, but these values are noticeably absent from decision making processes and actions? I see this far too often!)
• Product / Service Quality vs. Cost Cutting – For example, employees take pride in delivering high-quality products or services but are instructed to use cheaper materials or cut corners to reduce costs, which may compromise quality.
• Job Satisfaction vs. Job Security – For example, an employee is unhappy with their job role or company culture but stays due to job security, benefits, or the current job market, causing ongoing dissatisfaction. (This has happened to me, and I was coming home from work as a grumpy and frustrated person, lacking in energy and motivation. )
• Innovation vs. Tradition – For example, an employee wants to introduce innovative ideas and modernise processes but faces resistance from colleagues or management who prefer traditional methods.
• Professional Growth vs. Company Loyalty – For example, an employee feels stagnated in their current role but is hesitant to pursue opportunities elsewhere out of loyalty to their current employer.
• Team Collaboration vs. Competition – For example, an employee believes in teamwork and collaboration but works in a competitive environment where colleagues are pitted against each other for promotions and recognition.
• Customer Service vs. Sales Targets – For example, employees are trained to prioritise customer satisfaction but are pressured to meet aggressive sales targets, which may lead to high-pressure sales tactics that compromise customer relationships.
The good news for business leaders is that there are practical ways to address (and reduce) cognitive dissonance in the workplace, so that it is a more comfortable, productive, and sustainable environment to be working in –
• Open Communication: Encourage open dialogue about concerns and conflicts between personal values and workplace practices. Psychological safety is paramount here.
• Ethical Leadership: Leaders should model ethical behavior and make decisions that align with the company’s values. Take those values on the wall and make sure they are actively used for decision making as well as day to day actions.
• Support Systems: Provide resources such as counseling, mentoring, and professional development to help employees navigate their dilemmas.
• Inclusive Policies: Ensure diversity and inclusion efforts are genuine and backed by actionable policies. Authenticity and consistency is key.
• Balance and Flexibility: Promote work-life balance and offer flexible working arrangements where possible.
• Transparency: Be transparent about decision-making processes and involve employees in discussions that affect them. Employees are much more engaged when they have good clear information and when they are included in decision making.
• Recognition: Recognise and reward both individual as well as team contributions to foster a collaborative environment.
• Continuous Improvement: Regularly review and update practices to ensure they align with the evolving values and needs of employees and the organisation. How stale are your company policies and practices?
If you’re still curious about how I reduced the mental tension and conflict of choosing the yummy food over my personal health values, I decided to eat a small amount of cake with the team I was working with. I deliberately chose to align my actions with another strong value, which is around connection and authentic relationships. By enjoying (and truly savouring) some yummy food with my client, I was “breaking bread” with them (I love how food brings people together!) and I was careful not to over indulge so that my digestive system didn’t complain late!
The bottom line is that by acknowledging and addressing cognitive dissonance, leaders can create a healthier, more productive, and more harmonious workplace.
If you are looking for a fresh perspective on YOUR workplace and would like to talk more about cognitive dissonance in YOUR team, book a free Discovery Call .
