Managing Opinion Tsunami“That is my opinion. It is for you to consider.”
“I wish my opinion is the most useful for you.”
“There is no point in my being in the team, if my opinion doesn’t find your favour.”
“Normally I don’t give opinions. But because I know you personally, I want to give it for your benefit.”
And so on. With the gateway for information flow wide open, opinions have started knocking the doors of leaders, managers, executives and others for every issue they have on their table. I have seen several of them struggling to deal with them, to consider them, to evaluate them, to accept them or even to reject them. Some do feet that an overdose of democracy in administration creates more roadblocks for effective administration. Says Oscar Wilde, the noted novelist, “Most people are other people. Their thoughts are someone else's opinions, their lives a mimicry, their passions a quotation.”
The irony about gifting opinions to others is the underlying expectation of others to accept and follow us in totality. The urge to replicate us in others is an emerging craving for supremacy. It crosses, often, the boundaries of influence and becomes a forceful attempt to shape others on what one wants them to be. “If someone isn't what others want them to be, the others become angry. Everyone has a clear idea of how other people should lead their lives, but none about his or her own”, says Paulo Coelho, in his famous book, ‘The Alchemist.’
Some want to give an opinion for they want to be seen. and noted
Some want to give an opinion to show that they too exist in the system.
Some want to give an opinion because they have an axe to grind.
Some want to give an opinion because they enjoy creating a confusion or conflict.
Some want to demonstrate to the world they are ‘influencers’ because they have an opinion.
Some want to give an opinion because they should not be seen as left out from the mainstream.
Some want to give an opinion because they are among stakeholders and hence should be making noise.
Some do offer opinions just to compete with other opinion delivery boys.
The challenge in considering the opinions on table appears when some of them come from persons who have no idea of the basic concepts on which the issues exist.
Some tend to give an opinion even if they don’t have deep knowledge about the critical issue and yet want to show that they are wise!
Opinion Tsunami is the challenge before decision makers and administrators. “Few people are capable of expressing with equanimity opinions which differ from the prejudices of their social environment. Most people are incapable of forming such opinions", says Albert Einstein.
Oftentimes, the skills required in handling and managing such opinions are very critical. They might need diplomacy, good people skills and in a few cases, understanding of the human psychology.
The following suggestions might help those who are navigating through such streams.
1. Never get stressed up by seeing the number of opinions. They certainly do not indicate that something is wrong either with the leadership or the system. Many of them are just like passing clouds and never have a downpour value.
2. Don’t feel compelled to take them with undue priority or with seriousness uncalled for. They do not necessarily indicate that there is some serious defect in the system or in the process.Some of the opinions are expressed to divert the attention from some pending issues.
3. Never get excited with suggestions that seem to impress you. They may be emotional triggers to land you in more serious problems. Give a fair time to consider and reconsider their value. Patience pays.
4. Never feel that you need to reverse a decision, an action or an event, because a set of people are upset and communicate negative views. Decisions are never taken to please the people or to ensure everyone is in a comfort zone. Every change meets resistance.
While dealing with opinions offered by others, it is important to be:
a. Respectful to what others say and acknowledge their freedom of expression.
b. Must learn to disagree with dignity.
c. Must agree to disagree.
d. Must be able to differentiate between feedback and an opinion.
e. Set boundaries for such discussions so that they do not overtake the defined parameters.
f. Appreciate them for constructive criticism and opinions.
While ‘responses’ to some of these opinions may be necessary depending on their validity, credibility and the sensitivity, one should not jump to show ‘reactions.’
Opinion Tsunami is indicative of some loose strings in the fibre of a system or organization, which some want to exploit. Willingness to listen should not be taken as weakness in the organizational structure or the leadership or a systemic fault.
The use of information gateways does provide an opportunity and a possibility. But some love to engage with such gateways for fun, sport or because of stupidity. The future may call for protective suits to decision maker to use their time more intelligently and productively rather than becoming victims of opinion tsunami.
G.K. Chesterton, the noted essayist, remarked “The books that influence the world are those that it has not read.” On a similar note, ‘the opinions which could influence us are those which we have not yet heard.”
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