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Congratulations! You're committing the Fundamental Attribution Error[0]!

Corporate meetings are traditionally structured to accommodate those who talk too much in meetings, but they could be structured differently. Deliberate facilitation, for example "taking stack"[1]," can help the puzzle pieces of panel of diverse personalities find their place in contributing maximally to the tasks at hand. Heck, sometimes it's as easy as setting expectations or as simple (albeit not necessarily easy) as establishing an environment of psychological safety[2] in which coworkers feel comfortable pushing back on antisocial behavior, eg asking "can you not interrupt me?"

0. https://en.wikipedia.org/wiki/Fundamental_attribution_error

1. https://techresources.shoestringcollective.com/collaborate/t...

2. https://en.wikipedia.org/wiki/Psychological_safety

Did you mean to reply to me? I am not committing the Fundamental Attribution Error.

I tend to agree with the parent. I am a rather shy person who did not naturally talk much during meetings and I had to train to be able to elaborate on simple questions for hiring interviews, because that is what is expected in the interview process. The goal of a hiring interview is to find out as much as possible about you, not to get yes/no answers to pointed questions, and making your interviewers come up with more and more questions to make you keep going is sure to leave a bad impression and cost you the job.

People who talk at length during hiring interviews are not necessarily "people who talk at length in meetings", they are doing that because that's what hiring interviews are about. You are misattributing cause.

You sure are! Presuming that this behavior can be "weeded out" because it's a fundamental attribute of the candidate, rather than a behavioral response to the working environment is a perfect example of the error.

Interesting. I had no idea there was a name for this behavior. Thanks for the link.

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