Common Sense Lacking in Workplace Decisions

The author posits that a pervasive lack of common sense is increasingly evident in professional environments, impacting decision-making and interpersonal dynamics from entry-level positions to executive suites. This observation stems from extensive personal experience across various corporate roles, from customer-facing positions to board-level engagements. The central argument is that many individuals, particularly those in leadership, often become detached from practical realities, prioritizing abstract strategies or data over intuitive, human-centered judgment. This detachment, the author contends, leads to a disconnect where simple, logical solutions are overlooked in favor of more complex or punitive responses.

Specific examples illustrate where common sense falters. In one scenario, a manager reacts disproportionately to an employee arriving 30 minutes late due to a scheduled doctor's appointment. Instead of exercising flexibility, such as allowing the minor delay or suggesting a simple adjustment like making up the time, the manager's potential reaction could be punitive, such as issuing a formal write-up. This highlights a failure to apply reasonable judgment to a minor, understandable deviation from a schedule. Another instance involves a manager's immediate, aggressive reaction to a perceived failure by a direct report to send a critical client email. The manager sends an all-caps message demanding an explanation for the oversight. The employee's response reveals the email was indeed sent, with the manager CC'd. The author suggests the appropriate response would be for the manager to verify their own inbox, apologize for the assumption, and establish a better communication protocol for the future. However, the author notes that some managers would instead deflect blame, insisting the employee should have proactively confirmed the manager received the email, thereby avoiding accountability for their own oversight.

These issues, the author notes, are not confined to lower or middle management but can escalate to the highest levels of an organization. The piece references a scenario where a CEO observes a viral video depicting a remote employee engaging in non-work activities during business hours, such as shopping or napping. The CEO then generalizes this behavior to all remote workers, potentially leading to broad, restrictive policies or a loss of trust. This reaction, according to the author, demonstrates a failure to apply nuanced judgment and consider the broader context of remote work, instead resorting to an oversimplified and potentially unfair conclusion based on anecdotal evidence. The author implies that such reactions indicate a broader systemic issue where practical wisdom and empathy are sidelined in favor of rigid adherence to rules or reactive emotional responses.

The author advocates for a conscious effort to reintroduce common sense into the workplace. This involves encouraging individuals to pause, reflect, and consider the most logical and humane course of action before reacting. It means fostering an environment where empathy and practical understanding are valued alongside technical skills and strategic thinking. The argument is that by cultivating common sense, organizations can reduce unnecessary conflict, improve employee morale, and ultimately make more effective and sustainable decisions. The author suggests that real-world examples, like those provided, serve as crucial teaching tools to help individuals recognize and correct lapses in common sense, thereby promoting a more functional and positive work environment for everyone involved.