In the fast-paced, VUCA world of startups, effective problem-solving skills are critical for success. We can't afford to make big mistakes—at least not many of them. However, a cognitive bias known as the "knower trap" can derail even the most promising problem-solving efforts.
Coined by world-class leadership expert, Chris Holmberg of Middle Path Consulting, this term describes the blindness caused by excessive certainty in one's knowledge or awareness.
In this post, I explore how the knower trap affects problem-solving efforts and offer practical strategies for learning to recognize and get out of it.
Understanding the Knower Trap
My favorite definition of the knower trap is blindness caused by certainty. And in my work with leaders in startups, I find one of the most dangerous times we tend to get stuck in the knower trap is during the data-collection phase of the problem solving process. This is a time when, if we're not vigilant, our assumptions can inhibit our getting the information we need to see the problem clearly and uncover true root-causes.
A few simple examples:
I pay $20 extra for a bottle of wine; I know it's of higher quality than the cheaper bottle sitting next to it.
One customer has said, "This new dashboard is awful." I know this means a vast majority of our customers agree.
Sarah says, "the freemium model worked at my last company; I don't see any reason it shouldn't also work here." Keith knows she's correct and moves to adopt it.
In each of these examples, there's a lot of missing data! There are many reasons a bottle of wine might be more expensive than another; the grumpy customer may just be having a bad day; and Keith is, well, just being lazy.
The Two Extremes
The knower trap manifests in two extremes—arrogance and deference.
(1) Arrogance is the more aggressive form in which individuals are so certain that they're right that they dismiss the input of others.
Examples include Adam Neumann's overconfidence with WeWork that led him to ignore warnings about their unsustainable model. This eventually led to a failed IPO and his ousting.
Similarly, Elon Musk's impulsive tweets affecting Tesla, made without consultation, have caused regulatory issues and stock volatility.
(2) Deference on the other hand, the more passive form, is when people withhold their knowledge due to anxiety, fear, or a deferential approach to authority. Note that sometime deference can be interchangeable with respect—and as such can lead to frustration, resentment, and bad (even catastrophic) decision-making.
The Volkswagen emissions scandal and the Boeing 737 MAX crashes illustrate how deference can lead to disastrous outcomes.
Impact on Problem-Solving Efforts
Both extremes of the knower trap lead to data-poor conversations. Arrogance pushes others' data off the table, and deference gets in the way of individuals putting their data on the table.
The result? Poor data collection, a misreading of root causes, inaccurate decisions, and sub-optimal solutions. Any one or all of these can waste time, money, and goodwill.
The Middle Path as Antidote
The antidote to the knower trap is what Holmberg calls "the middle path"—an integration of confidence and humility. Effective leaders are confident in their expertise yet humble enough to listen and be open to challenges. This approach—especially when shared by a team or organizational culture—fosters data-rich conversations, and leads to better problem-solving and innovation.
Strategies for Avoiding the Knower Trap
Here are a few practical things you can do to help yourself and others stay out of the knower trap:
1. Encourage Data-Rich Conversations
Implement a "data before opinions" rule in meetings
Use structured problem-solving models (like the S-loop framework we teach in Leadership and the Middle Path)
Encourage team members to quantify their statements when possible
Regularly conduct post-mortems on both successes and failures
2. Look for Non-Obvious Root Causes
When considering the causes of a problem, use systems-thinking tools and techniques (like the It-We-I and the "five whys") to look for non-obvious root causes.
Reward team members who practice systems-thinking and find ways to challenge ideas productively and diplomatically.
Take time to test your hypotheses about root causes. (Look for ways to not only prove them but also disprove them.)
[In Middle Path leadership workshops, we call this "putting sensing and seeking before solving and starting." It helps teams reduce the likelihood that they're going to run off and solve the wrong problem.]
3. Build a Culture of Openness and Curiosity
Practice active listening techniques in team discussions
Start meetings with a "learning moment" where someone shares a recent mistake and lesson learned
Create a "question bank" where team members can submit anonymous questions or concerns
Encourage leaders to openly admit when they don't know something
"Think Like a Good Scientist"
Last weekend, I was listening to an interview with Adam Grant, organizational psychologist and author of the book Think Again: The Power of Knowing What You Don't Know.
He was talking about assumptions when he said, "I think the best antidote that I've come across to that [the knower trap] is something that Bob Sutton has said for years... an attitude of wisdom is acting on the best information you have while constantly doubting what you know. And I think a good scientist does that."
I think this illustrates well the challenge of being aware of the knower trap. When problem-solving, we train ourselves to think like good scientists. We act on the best information we have while constantly doubting what we know.
Curiosity Can be Your Superpower
In her article The Business Case for Curiosity, behavioral scientist Francesca Gino mentions multiple practices from well-known organizations who have developed cultures that encourage curiosity. These cultures appear to support employees who integrate confidence and humility.
Google, for example, has used interview questions that focus on a candidate's learning experiences and persistence in exploring new topics.
IDEO seeks what they call "T-shaped" employees who combine deep expertise with broad curiosity. In their hiring process, they look for candidates who discuss collaborative experiences, express empathy, and show interest in diverse fields.
And Pixar has been known to encourage the questioning of existing practices, especially among new hires. Additionally, they popularized the practice of "plussing" —an improv technique in which participants build on ideas without judgment.
Notice that in each of these examples, the companies are encouraging openness and curiosity. This helps employees and teams steer away from the extremes of the knower trap and onto the "middle path."
Wrapping Up
Getting stuck in the knower trap can significantly hinder a startup's ability to innovate and solve problems productively. By recognizing the extremes of arrogance and deference in your team's interactions, you can take steps to foster a more balanced approach.
Acclaimed business strategist Arie de Geus advised, "The ability to learn faster than your competitors may be the only sustainable competitive advantage." The knower trap gets in the way of learning.
By implementing the strategies outlined above, you can create an environment that values openness—the integration of confidence and humility—leading to richer conversations and more effective problem-solving.
The next time you're in a problem-solving conversation, listen for statements of arrogance (e.g., opinions stated as facts) or acts of deference (e.g., you sense he's got something to say, but he's withholding)—from your self and others—and ask How can I help us move toward data-richness? How can I encourage openness? I think you'll see some surprising results.
Further Reading, Reflection
Come join us for, and bring some of your managers to, our next Leadership and the Middle Path workshop and take your leadership skills to the next level.
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