John Cutler · 7 min read · Product Teams
TBM 426: The Trouble With Mirrors
Read the original on cutlefish.substack.com →
The author distinguishes mirrors from mirroring, arguing that organizational truth is framed, negotiated, and often weaponized. Mirrors can mislead or flatter, so the shift should be from simply presenting reality to helping people feel seen and understood. Since every mirror carries a frame, there is no single reflection—different frames yield different perceived realities.
Key Takeaways
- Mirrors are not neutral; every reflection is framed and purposeful.
- Truth in organizations is negotiated and can be weaponized or flattering.
- People want to be mirrored—recognized and heard—more than just shown the 'truth'.
- Transparency without alignment can backfire; solo and collective mirroring behave differently.
- There is no single mirror; multiple perspectives create different perceived realities.
Excerpt
There’s a difference between mirrors and mirroring. Over the years I’ve come to see that difference, and I wanted to share how my thinking has shifted. Earlier in my career, I was smitten by the idea that if teams could “just” visualize how they work, embrace transparency, etc., then almost any team could improve. This is similar to the “if we could just talk it out” belief, or the “if we could just hear each other out” (or consider other perspectives, etc. etc.) belief. I still carry some of this with me to this day despite numerous run-ins with “reality”…