The Wrong Kind of Right
Have you ever done something you believed to be right that turned out to be wrong? I’d bet that we all have, and when these situations occur, they can negatively impact feelings, relationships, outcomes, careers, and even lives. So, we’re going to flip the title of Amy Edmondson’s book Right Kind of Wrong on its head and talk about the wrong kinds of right.
In a business context, "right" becomes "wrong" when our statements, decisions, and actions appear correct on the surface—whether legally, financially, intellectually, or procedurally—but ultimately cause harm, violate ethics, or undermine our long-term goals. The differentiating factor often lies in how, why, and where something is done—not just what is done. When we recognize these nuances, we build long-term relationships, successfully navigate organizational politics, and ultimately protect our own career interests.
Here are ten situations where “right” isn’t what it seems:
1. Saying or doing something well-intentioned that ends up causing harm. A simple example would be providing feedback to someone in a way hurts their feelings or taking an action on a co-worker’s behalf without checking with them first, only to learn that they really wanted to complete that task themselves or take a different approach. Avoid these situations by first asking yourself how the other person is likely to react to your words or confirming before acting for them.
2. Making a decision with imperfect information or in the rush of time that later proves wrong. For instance, you may choose to purchase a particular software application, only to learn after the fact that it’s missing some key features needed by your co-workers. Or you might feel pressured to provide a response or make a decision in a meeting without having all the facts. Avoid these situations by following a more thorough decision-making framework, asking, “What could make me wrong?”, and giving yourself ample time to think through additional options, potential outcomes, and unintended circumstances
3. Being overly certain in your rightness or righteousness. Sometimes we so strongly believe we’re correct that we forget that others see the world differently and trample on their rights or beliefs. As Oscar Wilde wisely once said, “A truth ceases to be a truth as soon as two people perceive it.” We also tend to hold others to different standards than we hold ourselves. Work to see a situation through others’ perspectives and beware your own hypocrisy.
4. Winning tactically but losing strategically. Examples include going great lengths to prove an unimportant point, piling on when no more evidence is needed (the proverbial ‘beating a dead horse’ or in sales, ‘selling past the close’), seeking to win an argument even though it may damage a friendship, over-negotiating a deal to the detriment of a long-term business relationship, and overpromising results in hopes that you’ll figure out how to deliver later. Reduce the risk of these situations by tapping your emotional intelligence and playing the long game.
5. Ignoring the political realities. This can occur in a meeting when you fail to ‘read the room’, or when you push for a course of action – what may even feel like the ‘perfect solution’ – that isn’t supported by key stakeholders or is unlikely to be implemented. While developing political savvy is difficult for many of us, one way to do so is to seek others’ perspectives before key moments (such as a meeting or a decision point) to identify where you might be missing a key perspective or need to build support.
6. Doing something that is wrong for the culture. This is the workplace equivalent of “moral relativism”, i.e., something that is acceptable in one society (arranged marriages, conservative dress) feeling wrong in another. Every workplace culture is unique, and it’s important that your words and actions are appropriate to the one you’re in. Especially when you’re new to an organization, work to quickly develop your cultural understanding by observing others’ behavior and seeking counsel from trusted sources, to avoid putting yourself in a position where your words or actions make you a 'fish out of water.'
7. Having blinders on. This occurs when you are narrowly focused on a particular outcome, without considering potential consequences, such as cutting costs to meet your budget without considering the long-term impact on employees or rushing to roll out a software product on time even though it isn’t ready. Consider the secondary implications of your actions and take a long-term view on their potential impact.
8. Over-adhering to policy, when the circumstances suggest otherwise. An example would include penalizing an employee for not coming to work on time everyday while they are facing a personal crisis or refusing to let a star employee have schedule flexibility. Being overly rigid in these situations undermines morale and has the potential to create a toxic workplace. Use leeway where you can and see the bigger picture.
9. Doing something that is legal but not ethical. For example, you may uncover a loophole that allows your company to avoid paying taxes, or you might see an opportunity to improve marketing performance by using personal data in a way that is technically legal but invasive. In these instances, consider the ethics of your actions, not just the legalities, and trust when your gut feels wrong, as it is probably an indication that you’re not being true to your beliefs.
10. Saying yes, when you know you shouldn’t. This might occur in situations where you’re feeling pressure from above – such as to meet a business target – or to please a key stakeholder, while simultaneously knowing that you or your team may be taking on risk as a result. These are situations that can be particularly damaging – to people and organizations – but they are also often the hardest to reconcile, particularly when you feel your job may be at stake. Tread especially carefully in these instances.
Do any of these feel familiar, maybe even uncomfortably so? Looking at the list, I’ve been guilty of at least eight of the ten. While it’s impossible to avoid these ‘wrong kinds of right’, you can at least be aware of them, and doing so will benefit you, your co-workers, and your organizations.
JR and the PathWise team
Recent and Upcoming Podcasts
May 19, Exploring the Midlife Career Crisis, with Scott Doyne. Scott was enjoying a successful career in sports media when the proverbial rug was pulled out from under him. Being laid off sparked a period of introspection from which he has emerged with a new professional path focused on helping others with their careers.
May 26, Being a More Flexible Leader, with Kevin Eikenberry. Kevin is a 30-year veteran of the professional development industry and a prolific author. In our discussion, we focus on his most recent book, Flexible Leadership: Navigate Uncertainty and Lead with Confidence.
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May 19 – Choosing Your Path. One of our core beliefs at PathWise is that you are ultimately responsible for owning your career. It’s essential to be intentional in the steps you take on your professional path. We’ll share some tips on doing that.
May 26 – Followership. One of the true marks of successful leaders is how many people are willing to follow them. We’ll explore followership from the perspective of both the leader and the individual.
May Book Summary
Thinking, Fast and Slow, by Daniel Kahneman, presented by PathWise’s Daniela De Luca.Kahneman was a towering force in behavioral economics, who won the Nobel Prize for the groundbreaking work on prospect theory he did with Amos Tversky. Thinking, Fast and Slow is a masterpiece on how our mental shortcuts (heuristics) and biases can work against us if we’re not aware of them.
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