Showing posts with label #Perception. Show all posts
Showing posts with label #Perception. Show all posts

Monday, 15 December 2014

Intent & Reality, How it defines our world

Do we really make a difference?

  


The Dalai Lama once said, “There are 6 billion people in this world and 6 billion versions of reality.” I cannot argue with his holiness on such a wise and insightful comment for it hits home at what makes our presence in this world so unique and special. The driver of this uniqueness is perception, which allows us to have our “world view” and it heavily influences how we interact with it. We may seem seamlessly in lockstep with our peers but in reality, ours is a different shade of the same position taken by our peers should we agree it so.

From contrarians to compliant minds, we never leave the same imprint on the world as we progress through time, yet we often feel like we don’t make a difference. The reality is that we do make a difference by our presence alone, so why do we not see this and what can we do about it?

We often are too focused, conditioned or just plain busy to see how we affect those around us, which can be tragic when one suffers set backs in life and questions why one should “…even try”. So thinking solutions, what can we do?

Intent – They say intent defines our reality, which is arguable, but we can all agree it drives our decisions which does define our actions and thus contributes heavily to our reality as we progress through life. If we intend to be inherently good, when we will make decisions on what lines we will cross and what ones we will not; with the final set of lines where we will take action to ensure nobody crosses them. Indeed, if our intent were inherently evil, we would have similar lines of inaction and action but contextualised in a different paradigm of being.

Awareness – If we are to assert ourselves and make a difference in our lives and the world around us, we need to look outwards as much as inwards in balancing our awareness. The balance between the inner world and the outer world is very important to feel, see, touch and hear what goes on so we contextualise our thoughts, decisions and actions to achieve outcomes consistent with our base intent.

Decisions – Making no decision is a decision in itself, so being careful about the big decisions in context to the moment. It’s always good to think current situation to direct outcome. However, it’s even better to append indirect outcomes (i.e. scenarios) and the long-term impact of our decisions to see if they are consistent with our base intent and who we are as people.

Actions – We never care to admit that our short-term interests can stifle our intent, our values and quite possibly our long-term future. When we make mistakes such as staying silent when a powerful person’s actions trash on all of the above characteristics, we import their actions, which disrupts our inner peace. Courage even when it seems like pain is the short-term requirement for doing the right thing. A sister requirement is strategy, especially when dealing with complex situations that have multiple actors, issues and outcomes that are laden with traps one can fall into. It’s important to remember what one is protecting (e.g. one’s core intent/being) and thus can act in a manner that maximises one’s chances of success with minimal disruption. It’s noteworthy that even when the outcomes don’t go your way, walking away with nothing but your inner peace is a victory in itself!

Reflection – Nobody likes an egotistical bragger ergo we become averse to thinking about our successes, what we did right, how we made someone’s day, etc. There is nothing wrong with reflection on what went right as it lessons our chances of obsessing about what went wrong. We need to remember that our time on this earth is linear and finite by design, so draw from the past in a manner that allows you to keep pace with the arrow of time thus keeping your reality set to its clock. If it means dumping the outlandish pace of one’s peers whom all want to be richest men in the cemetery, when so be it! 



It is nice to think about our intent, our awareness, our decisions and actions. We can reflect in balance on our position and state in life feeling satisfied as we make a personal connection with its content. We note the drama, the sadness, the joy and the moments of happiness that in our eyes alone show us how our intent has defined our reality and our small contribution to a world that without it, would be a lessor place.



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Tuesday, 18 November 2014

Perception! How to spot the "Genuine Phoney"…

Discerning “True” from “False” in the modern workplace!



  
Modernity has thought us many things, one of which is that if we are to be successful in today’s world, we need to be functional in a group setting. Whether that is with a colleague in a new business or in a large department of a multinational company, group dynamics are inescapable presenting opportunities and threats to us all as professionals.

So, why is perception so important in a group setting? In my view, it’s important for two reasons:

No 1. We need to fully aware of and project our “best real self” onto others in the group setting in order to effectively communicate and contribute in a functional manner.

No 2. We need to understand how others are projecting themselves and what it tells us about our colleague(s), their intentions and contributions to the group.

Perception is defined as “the process of recognizing and interpreting sensory stimuli”. That same process can become muddied if we don’t fully recognize and interpret “sensory stimuli” in the form of actions, inactions, words and/or inflections coming from us and our colleagues in a group setting.  Part recognition of our colleagues and their disposition is normal with trust and professional acknowledgement making up the balance of understanding that allows us to function in the group setting.

That said, self-perception theory identifies a real weakness in this standing supposition, which is if we positively infer certain positions, actions and standards from our ‘part understanding’ of our colleagues, we unwittingly ‘lie’ to ourselves (making it a truth) about their disposition, intent and possible threat posed. Obviously if positively inferred “assumptions” turn out to be true, then happy days! However, if we are mistaken by misperceiving a bad colleague for a good one, what can we can do to increase what we are actually know about our colleague(s) versus what we ‘think’ we know’?


Perceive Yourself. Most people don’t take time out to understand how they perceive themselves. “Am I good, bad or indifferent?” is a loaded yet valuable question! Self-appraisal, once tentatively formed then needs to be understood through the eyes of ones family members and friends, etc. It’s a reality check on who you are from the inside out and the outside in.

Body Language. Why not watch out for indicators such as posture, demeanor, arrogance/aggression, over gesturing, poor eye contact, deception, feigning (their ‘face’ tells you an alarming lie, their mouth tells you a charming half truth to cover bad behavior as much as the topic at hand).

Group Setting. The group setting is where the interaction takes place. What standing do you and your colleagues who affect your daily life have in it? Social status is just as important as legitimate status in just about everything the group does.

Bad Behaviour. Do colleagues engage in aggressive nature of any kind, do they put themselves ahead of others and/or act in a negative/passive aggressive manner? These bad behaviours are highly corrosive in a group setting.



Deception. Do colleagues engage in deceptive behaviour telling you everything is ok when it is not? Do they leave things to the last minute before contacting you to “firefight” the issue? Do they leave you wondering if you can trust them?

Manipulation. Do colleagues regularly approach you with how they are overworked and in crises yet don’t contact the boss or suffer any long term effects from the “crises”? Do they ask regularly about your progress with view to you offering assistance to them? Are they emotional blackmailers? Do they want to get involved in EVERY project that comes your way but are never around when work is being handed out? Do they network with other staff daily yet appear to be ‘behind and overworked’?

Politics/Organisational Setting. This can often provide a kernel clue as to what is expected; e.g. a collaborative culture will normally expect honest team players whereas a hierarchical culture will often reward “players” for their maneuvering to gain acclaim paying less attention to how they did it. If your company culture in reality supports daily behaviour like deception, then it’s reasonable to expect it in more of your colleagues, thus very important to not infer it’s absent in those around you.
  


When our world appears wonderful and it really is; we don’t pay much attention to perception mapping out facts about people in our workplace. However, when we are exposed to a darker reality, the wonderful perception we hold about our group becomes changed. We then need to know what is literally in front of us in order to map out a solution and a better future with or without the group we hold so dear. By assuming less and knowing more in the good times, we gain more control over our future lessening the chances of bad times coming through understanding by aligning our perception with our reality.



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