Not Seeing What’s Not There

This might not seem noteworthy. Who cares about not seeing what is not in a scene. After all, almost everything in the world is not in any given scene.

But by not seeing what is not there, we might be misunderstanding the scene. Sometimes, something is not present but should be. If we do not notice it, we are lacking in discernment. A few examples:

  • A salesperson goes to a hospital to promote the latest medication for hypertension. She meets with one or two hospital officials. Missing are any doctors who might prescribe the medication. Did you notice? Does it matter?
  • A parent gets called into the principal’s office after an episode in the classroom. But where is the teacher? The student? The other parent? Did you notice? Does it matter?
  • A community group sits on folding chairs at a street corner notorious for drug dealing. Passersby stop to chat, sign a petition, and then move on. Where are the dealers? Did you notice? Does it matter?
  • A couple goes to an open house. They move from room to room, taking notes and looking at the realtor’s listing sheet. They might notice the aging furnace or the new windows. But do they notice what’s not there—the absent HVAC vents, the lack of storm windows in the basement, the flooring hidden under carpeting.

In each of these examples, the missing characters are like ghosts. Something tells you that people or objects should be present, challenging the others. To really see a scene, you need to “se” what’s not there as well as what is present.

When we don’t see what’s not present, it might be a sign of good observation. How can you see a place—really see it and make sense of it—if you miss what’s not there as well?

Why does it matter?

In many ways, this is the ultimate space of leadership. Where ordinary people see nothing, leaders are always trying to understand what is not present. The leader’s job is, in part, to see the ghosts of the worlds. They notice what isn’t present—and explore why it isn’t present. Some examples from recent history:

  • In 1962, a young Jesuit volunteer saw whole groups of the poor, handicapped, elderly, farm workers, and others who were invisible to others. Michael Harrington’s book, The Other America, opened the eyes of President Kennedy and inspired a generation of reform.
  • In 1980, engineers at NASA saw the O-rings on the shuttle Challenger and warned that cold temperatures on the solid rocket boosters could cause cracks that posed the danger of danger an explosion shortly after liftoff. They failed to warn NASA leaders in clear, explicit terms. In January 1985, the Challenger exploded, killing all four astronauts on board.
  • For a generation, scientists used massive volumes of data and computer projections to see what the naked eye could not see: as the earth warmed, an environmental catastrophe threatened modern civilization. But politicians and business leaders dismissed what they could not see with their own ideas.

Which raises a question: How can you notice when you do not see something that is not present? How can you train yourself to notice the ghosts in the scene? Sand how can you use this skill at seeing—or non-seeing—to understand your challenge as a leader or as a member of a team?

Looking Forward