Psychology is clear: We’re not.

Beautiful, mysterious woman. What is she thinking? Who is she? Industrial Organizational Psychology knows.

Perspective.

In a word, that’s as close as it gets to a synonym for psychology – at least the type I practice. Many may debate, “It’s too narrow”, or, “It’s too broad.” But that’s their perspective. {Don’t you hate clever, contrived?}

Here’s mine.

Everything we “know” (i.e., that which we perceive via our senses or cognitive processes), is psychological. Some represent psychology with a lens metaphor.  I.e., “We perceive the world through the ‘lens of psychology.’” Not bad as metaphors go, but definitely not good.

In the movie, “A Beautiful Mind” (based on the book by Sylvia Nasar), Dr. Rosen, a psychiatrist, attempts to convince and calm a defiant and skeptical, John Nash, who Dr. Rosen believes to be psychotic.

Rosen: You can’t reason your way out of this!
Nash: Why not? Why can’t I?
Rosen: Because your mind is where the problem is in the first place!

Psychology is not only the “lens” through which our viewpoint of the world passes, it’s all the “stuff” on either side of the lens as well. And that “stuff” is passing through as many other lenses as there are viewers. Your experience of the color red may be quite different from mine. Who knows? The “truth” doesn’t simply sit on one or the other side of the lens. What’s “right” is simply what’s generally accepted (i.e., conventional), not some absolute “truth.” Essentially, we choose to agree even though we don’t know if we’re agreeing on the same thing or not.

No, it isn’t 3am as I write. And I’m not cross-validating a Ken Kesey experiment. But I can see how I may have complicated things trying to “fix” a flawed metaphor. (I can hear a former colleague’s corrosive – whoa, I mean, "corrective," no, no, "constructive" -- feedback, “Don’t let great be the enemy of good.”)

Backing up.

We all make the error of John Nash. We all believe that we have some control over our mind, as surely as we do our behavior. Both beliefs are delusions. No matter how much you think you really do “know” or “control” your mind or behavior, it’s DEFINITELY less than you think.

Don’t believe me?

Try verbalizing how you tie your shoes. Can you do this in less time than it takes you to actually tie them? Didn’t think so. The reason is because you just don’t think about it when you're tying your shoes, even though you’ve done it thousands of times. (Actually, that’s precisely WHY you can’t explain it.)

Free throws are anything BUT free.

In psychology we have a very innovative term for behavior so routine it's as if it was automatic; like tying our shoes. The term is, “Automatic.” Automatic behavior falls into the category of “unconsciousness” but it's not the same. The difference between the two is that automatic thought (behavior) can be accessed (with effort), while unconscious thoughts or behaviors, can NOT. When we don’t notice anything about some behavior until it’s actively brought to our attention (e.g., a tangled knot, or a deliberate request – like my question), that’s automatic behavior. We CAN get to it. But when we do, we don't perform as well as when we let it lie. (Think "buzzer beaters" vs. "free throws." Free throws are anything BUT free. (Ask Shaq).

When asked, people underestimate the percentage of time they spend on “autopilot.” SIGNIFICANTLY. For example, while you’ve been reading this, how many times have you swallowed? You don’t know. But if I had told you beforehand that I would ask this now, you could answer.

At any given time, we’re aware of a mere speck in the spectrum of what’s sensible. And it goes beyond simple attention, but that’s another flavor of psychology.

Let's add just one more "flavor" to our model of perception: We tend to believe we know ourselves better than others do. Sometimes, yes. But mostly when it serves our need to be sensible or valued. When it comes to the "unvarnished truth?" ..., out goes self-accuracy.

The kicker is in a question made famous in my era by the rock band, “The Who.”

Who the f*ck are you?

Seriously, who are you? {sorry to paraphrase; I can't scream-sing}

A.  The you that you “know?”
B.  The you that they “know?”
C.  Both A and B.

If you answered, "C," you’re more likely to be right than not. “A” may be your identity, but “B” is your reputation. And "C" requires perspective. (If you’re wondering why I left out, “D. None of the above,” that’s a great question, better for a topic outside the realm of this article.)

A day in Chris’ life:

Subject: “They just don’t get it.”
Chris: “What do you mean?”
Subject: “I’ve explained X a hundred times and they still don’t do it right.”
Chris: “Are you sure it’s X they don’t understand?”
Subject: “You mean, maybe they don’t understand me?”
Chris: “Well, ... could be half of it.”
Subject: “What’s the other half?”
Chris:

Over 80% of my job is providing perspective; helping folks to see themselves from a “different pair of shoes” or in comparison to a larger group of folks similar to them (i.e., via norms).

And, “No,” I didn’t forget to add the last line for Chris. You already know the answer.

Like a lens to a lens, I don’t clear everything up. My aim is to provide better perspective, not perfect vision in a murky world of psychological errors, both known and unknown; accidental or deliberate.

From Robert Burns’ poem, “To a Louse,”

O wad some Pow'r the giftie gie us
To see oursels as ithers see us!

One doesn’t need to be, "some Pow'r", to do powerful things. My "giftie" is the perspective I provide from disciplined study and well-tried experience.

Which "who" matters most to you?

To close, I refer you back to "a day in Chris' life" and ask, "Which “who” matters most to you?"

{Hint: “Would you rather be right? Or influential?”}

Psychways is owned and produced by Talentlift, LLC.

The Best Advice for Delivering Bad News

Deliverging Bad News

I once listened to a coaching client describe (vent), in great detail, the multitude of deficiencies of one of their direct reports. This wasn’t the first time this topic had come up in our conversations, so I knew it was more than a “sore spot” for the frustrated leader. Bad news was more than simmering.

This time they meant business.

It was apparent that the “plan of attack” had been refined and rehearsed to ensure that nothing could dislodge the “facts.” Every objection covered, all evidence compiled, I even got a little rattled as my client grew more incensed.

But even hurricanes take a breather. Once the wall of my client’s fury yielded to an "eye" of tranquility, I asked: “Do you think this individual knows how disappointed you are?”

“Absolutely!” my client proclaimed. “There’s no way they can deny it.”

“And how do you think they feel about this?” I asked.

“I can’t see how they could feel anything but shameful” was the reply.

“So, let me get this straight. You intend to deliver negative feedback to someone that already knows they’re falling short of expectations? And, they feel badly about it?”

My client’s shoulders dropped and their once riveting eye contact broke off as they gazed toward the floor. It was obvious where I was going.

To meet the obvious, if regrettable, expectation, I continued, “Why don’t you start your conversation with them by simply asking, ‘How do you feel?’”

“I get it,” they replied softly, “And if I ask in that manner, they’ll probably talk about the performance problems I’ve been ready to unload on them?”

Probably so.

How many times has someone crammed something down your throat that you already knew? What was your reaction?

The great detectives -- Columbo, for example, use riveting questions to tell of their knowing, “Oh, oh, oh, … just one more thing, ma’am. If you weren’t at the scene of the murder of your husband, then how is it that your beloved and loyal guard dog, Gunter, isn’t it, never barked? You see, your neighbors were recording a Youtube video on mindless tranquility at the exact time of your husband’s murder. He pleaded for his life – it’s on the tape – but, Gunter? No, Gunter never barked. Not a whimper.”

The same strategy is employed by the great lawyers, like - Perry Mason. “In closing, I ask the jury, ‘why would anyone actually go ‘coo-coo for coco-puffs?”

Let the jury connect the last dots. It’s far more powerful, psychologically, to come to one’s own conclusion (as it seems) than to have it shoved down their throat.

And the target of question or criticism? They know more than you’ve prepared for. (Incidentally, research proves that punishment is reinforcing to the punisher, so don’t believe your parents' claims through your childhood, “this is going to hurt me more than you.” B.S.) Besides, going into the conversation with “both guns loaded,” will only invoke defense. And this usually doesn’t end well.

Find that moment of tranquility when preparing to enter a tough conversation. Is it possible that other/others know what you’re about to say or do concerning their behavior? If so, ask yourself, “Am I really teaching them a lesson?” or “Am I actually reinforcing my ego?”

Bad news needn’t be badly delivered. It’s usually not news, anyway.

(Favorable comments, only, please)

Psychways is owned and produced by Talentlift, LLC.

Want to stay ahead of machines? Think like a four-year old.

Job technology is shown as a robot kicking a worker from their desk

I was surprised, and disappointed, that the 2016 presidential debates never addressed the explosive growth of job technology. Nothing. National borders, the economy, the environment, ethical behavior, etc. Same deck of cards. All important; none as imminently disruptive as the proliferation of job technology. It would have comforted millions to hear candidates say, “Here’s what I will do to protect your job from technology.” But it wasn’t mentioned. Technology was summarily avoided like a port-o-pot with a moist seat; you just don’t go there.

I believe the candidates and networks/discussants worked out a deal to keep the topic out of bounds. Why?

Because job technology is rapidly becoming more ubiquitous, unpredictable and disruptive than we thought in the labor market — and people’s lives. Restated in candidate speak, “It’s about the technology, Stupids.”

It absolutely amazes me to understand how one can run a campaign on job growth without addressing job technology? News break: Undocumented immigrants, offshoring production and bad international trade agreements aren’t taking jobs. Technology is.

Culture may eat strategy for breakfast. Technology eats whatever it wants.

And one of its favorite appetizers is your job. Continue reading “Want to stay ahead of machines? Think like a four-year old.”