Why People Respond Differently to the Same Situation – and Are Blind to This Fact

Imagine this: two directors in a company are asked to handle the same workplace challenge and given the exact same information. One individual confidently takes charge, makes a few assumptions, and delivers a clear solution, while the other turns left and makes completely different assumptions, and fails to create a viable solution. Or think about a sales meeting—two salespeople pitch to the same group of clients based on identical information, yet one connects easily, while the other struggles to gain traction. In both situations, two people faced the same task and situation, but their behaviors and effectiveness couldn’t be more different.

You’ve likely seen this kind of scenario unfold in your organization. The same situation and information, yet wildly different responses. It’s not just about the task at hand but how individuals interpret and react to it. As another example, two project managers are asked to deal with subcontractors who are repeatedly late. One manager raises his voice in frustration, while the other calmly seeks a solution. Why does one person react with anger while the other remains composed?

The key to understanding these differences lies in recognizing the factors that drive human behavior. Why do we react so differently to similar situations? The answer is complex, shaped by two main influences: stable traits and situational factors.

Stable Factors Affecting How Someone Responds

Stable factors are the individual traits and characteristics that are relatively consistent across different situations. They shape how we think, act, and interact with others. For the purpose of predicting behaviors and effectiveness in the future, we need to focus on assessing these stable aspects of individuals.

1. Personality

Personality is one of the strongest drivers of behavior. It influences communication, decision-making, and how individuals approach challenges. For instance, an introvert may tend to shy away from group interactions, while an extrovert seems to thrive in the same environment. A risk-taker may embrace a new project with excitement, while a cautious person might hesitate.

Personality refers to the characteristic patterns of thoughts, feelings, and behaviors that distinguish individuals from one another and are relatively stable over time and across situations. (Campbell, J. D., & Hawley, L. L. (1982). The nature of personality. In Handbook of Personality Psychology. Academic Press.)

Many organizations use personality assessments to help evaluate applicants and predict workplace performance. While useful, these assessments rely on self-reporting. In many cases, this means that candidates are asked to compare their own behaviors, thoughts, and feelings to those of other people. Unfortunately, in some key ways, people are poor judges of themselves and how they compare to others. In addition, they may present themselves in a way they think is desirable rather than how they truly are. This is why personality assessments alone aren’t very reliable for important workplace decisions, particularly when candidates are motivated to make themselves look attractive. They tell you what candidates think they’ll do and what they want you to know – not how they’ll behave.

2. Comprehension Ability

How well a person processes information, follows instructions, and makes sense of a given situation affects how they will respond. Comprehension ability is influenced by cognitive ability, subject matter knowledge, and attention to detail.

For example, a leader might misunderstand an ambiguous directive, leading them to make poor decisions. In contrast, someone with better comprehension might quickly interpret the same situation and take effective action. Understanding a candidate’s comprehension ability helps predict how they will react when faced with complex, unfamiliar tasks or high-pressure situations.

3. Past Experience

Previous experiences shape how people respond to situations. Someone who has handled a similar situation before may have expectations about how it will unfold, guiding their response. For instance, a seasoned customer service representative may have a good understanding of how to deal with a dissatisfied customer, while someone without that experience might feel overwhelmed.

We do not learn from experience... we learn from reflecting on experience." — John Dewey (psychologist)

Cultural and social background also play a role in shaping how someone interprets and reacts to a situation. Someone raised in a collaborative environment may naturally seek teamwork and compromise, while someone from a competitive background may view situations as win-or-lose. These ingrained perspectives influence decision-making, negotiation, and conflict resolution.

4. Decision-Making Ability

Strong decision-making is a crucial factor in how individuals respond to situations. It involves assessing available information, weighing risks, and choosing a course of action. Some people naturally excel at making quick, effective decisions, while others struggle with analysis paralysis or impulsivity. For instance, a leader with strong decision-making skills may quickly adapt when faced with unexpected challenges, while another might hesitate, waiting for perfect information before acting.

Decision-making is influenced by both cognitive ability and confidence. Individuals with higher cognitive ability may process complex information more efficiently, but confidence plays a significant role in whether they trust their own judgment. A leader who lacks confidence might second-guess their decisions, leading to delays and uncertainty. In contrast, someone who is overly confident may make rash choices without fully considering the consequences. Understanding a candidate’s decision-making tendencies can help predict their ability to navigate challenges effectively.

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Situational Factors Affecting How Someone Responds

While stable traits are relatively fixed, environments shape the situational factors that drive behaviors. These factors fluctuate based on context, external conditions, and the specific moment. Importantly, these factors change enough over time that they are somewhat irrelevant when predicting future behaviors.

5. Attention Level

Momentary focus and attention influence responses. Without clearly attending to the problem, some individuals become fixated on peripheral details. During a crisis when there is a lot of information presented in a little time, one person may be laser-focused on solving the important aspects, while another may become overwhelmed by irrelevant details.

6. Emotional State

Emotions—whether stress, excitement, frustration, or happiness—affect how someone responds to situations. A usually composed leader might react impulsively under pressure, while another person remains calm. Emotional states fluctuate, making it difficult to predict behavior in high-pressure situations based on past actions alone.

7. Motivation & Goals

Motivation shapes behavior. A new employee eager to impress may go above and beyond, while a longer-term veteran with lower investment may simply go through the motions. Motivation can override typical behavioral patterns, influencing responses based on personal priorities, goals, and external pressures. But as with the other situational factors, these become less relevant when predicting behaviors in the future when external factors change.

Implications for Hiring & Development

Why This Matters in Hiring

Traditional hiring processes rely on resumes, interviews, and personality assessments, which focus on past experiences and self-reported traits. While useful, they don’t reveal how someone will react in real-time, high-pressure situations. Predicting job success requires more than just hearing about past experiences—it requires observing how candidates perform in action.

The Purpose of Role-Play Assessments

Role-play assessments allow trained assessors to interact with candidates in real-world job scenarios. For example, a candidate might play the role of a newly hired supervisor meeting with a challenging subordinate (played by the assessor). These simulations provide a direct look into how candidates behave under pressure, uncovering decision-making ability, as well as soft skills like communication, adaptability, and leadership. By using multiple scenarios, companies can gain a more holistic view of a candidate’s abilities, increasing confidence in hiring decisions. Additionally, role-play assessments provide valuable insights beyond hiring.

Beyond Hiring: Leadership Development & Training

Understanding the effects of stable traits benefits leadership development, coaching, and performance management. Leaders who understand how different people respond to important situations can tailor their coaching strategies accordingly. For this reason, there are clear benefits to including assessments in your leadership development and training plans.

When role-play exercises are used to evaluate internal candidates for promotion, feedback reports provide insights into strengths and areas for development. Candidates who don’t get the promotion still receive valuable feedback on how to improve, fostering professional growth within the organization.

Final Thoughts

In my years of conducting and observing role-play assessments, I have seen people approach problems very differently. In post-assessment interviews, candidates often have different motivations for their approach, and many assume their way is the only logical option. This blind spot can prevent individuals from understanding others’ perspectives and behaviors.

By recognizing the effects of both stable and situational influences, a focus on stable traits can help organizations make better hiring decisions, develop stronger leaders, and create more effective teams. Role-play assessments provide a unique and powerful way to observe candidates in action, offering a deeper understanding of their potential and how they will perform when it truly matters.