Unorthodox concepts in HR : Part 11 – The 'IR mindset'

In this post, let's continue our exploration of Unorthodox concepts in Human Resources/People Management. We have been exploring concepts that are unlikely to be found in ‘respectable’ text books (and also not taught in ‘premier’ business schools) but are very much real in the paradoxical world of people management (See ‘The attrition principle’,  'In the valley of attrition' , 'Sublimation of vision statements' , 'Computer-controlled Manager Empowerment', ‘Training the Victim’ ,‘Two plus Two personality profiling’, 'Herophobia', 'Type N and Type O organizations', ‘The plus one problem’ and ‘Exporting your problems’ for the previous posts in this series).

“You need to be careful when you interact with him. He has an IR mindset!” I was given this cryptic piece of advice by a friend many years ago. This led to an interesting discussion on what he meant by the term  ‘IR (Industrial Relations) mindset’. After that, I have heard similar ideas being talked about in many other organization contexts.  This prompted me to think more about the common themes emerging from those discussions, and this post is the result!

Let me begin by saying that this 'IR mindset' need not necessarily have anything to do with the way ‘Industrial Relations’ is being managed in most of the organizations. The similarities (if any) are with a ‘caricature’ of IR as opposed to the actual practice of IR. See 'Integrating Industrial Relations and Organization Development' for more details. 

A 'mindset' is a fixed mental attitude or disposition, that predetermines a person's responses to/ interpretations of situations. So, the ‘IR mindset’ that we are talking about here is more of a ‘personality orientation’ and a 'world view' that leads to a peculiar way of looking at and influencing the world/interacting with others. In a way, 'IR mindset' (like any other mindset), influences the 'sense-making process' (see 'Architects of meaning') of the individuals who have the mindset. 

So, how do we recognize the 'IR mindset'? The following are 12 defining features (‘signature themes’) of  the ‘IR mindset’ that I have come across:

1. Focusing on dominating as opposed to collaborating (Follows the 'attack is the best form of defense' policy, even when no defense or attack is required!)
2. Making a threat with no real intention to carry it out
3. An obsession with tactics to gain minor advantages/to prove a point,  even at the risk of jeopardizing relationships/long-term credibility
4. Taking an indirect approach where a  more direct approach would have been equally effective
5. Viewing work (and people management) as a ‘Chess game’ or even as a ‘Billiards game’
6. Using information as a source of power/withholding information
7. Focusing on ‘ends’ as opposed to ‘means’ /‘results’ as opposed to ‘processes’/‘hunting as opposed to farming’
8. Seeing each interaction as a ‘negotiation’ (or as 'build up to a negotiation'), attempting to 'soften up' the other party (e.g. by criticizing the other party on an unrelated matter) so as to gain a psychological advantage in the negotiation
9. Tendency to make 'Theory X' assumptions as opposed to 'Theory Y' assumptions
10. Using feedback as a ‘message’ and not as ‘information’ (i.e. the primary focus is on creating the right impact on the individual as opposed to conveying accurate information)
11. Planting 'poison trees' (negative thoughts that grow and take charge of the mind) in the minds of impressionable people to confuse them and to incite them against others; divide and rule!
12. Leveraging the 'drama triangle' - get the other person into the 'victim' position and then act as the 'rescuer' to influence the person

It is not necessary that all the features of the 'IR mindset'  are always wrong/inappropriate. It becomes problematic mainly when it becomes an indiscriminate/habitual response. Usually, the trouble starts when the thin line between ‘management’ and ‘manipulation’ is crossed!

During the initial phases of the interaction, people with 'IR mindset' often manage to 'get their way' or gain advantage over the others. However, over a period of time, others figure out what is happening and take necessary precautions to protect their interests. They might also lose their trust in and respect for the people with 'IR mindset'. It is interesting to note that people with 'IR mindset' often have a tendency to underestimate the intelligence of others. It can lead to situations where they persist with the 'IR approach' even after it has lost its effectiveness in a relationship.


Now, let us do some speculation. Are there are a set of conditions that might increase the possibility of someone developing the 'IR mindset' (apart from any inherent personality related factors)? Let's take a look at a couple of hypotheses:


(1) Certain types of ‘early career experiences’ : Like we have seen in ‘Influence of early career experiences’, experiences at the beginning of one’s career (e.g. on the first job) can have a profound impact on a person’s thinking/approach/worldview as they can shape the person definition of ‘what good looks like’ (i.e. what is an appropriate response). An example  in our case could be that of working with  bosses (or ‘significant others’) who have the IR mindset  at an impressionable stage in one's career.
  
(2) Being forced to grow up too fast : This (being forced to grow up too fast) can happen in life (e.g. being sent to a hostel at a very young age) or in the workplace (e.g. being thrust into a role way beyond he person’s current capabilities – please see ‘Career Development and Sublimation’ for more details)

Now, two questions for you:

• Have you seen this ‘IR mindset’ in action? 
• Do you have any thoughts on other factors that might  lead to the development of the ‘IR mindset’?