Karen Natzel, The Daily Record Newswire
As a philosophy student in college, I recall my professor putting forth the notion that perhaps a table in front of us didn't actually exist. I remember thinking, "This guy is nuts." At the time I didn't fully appreciate the value of my philosophical studies. Now I see that the exercises trained my brain for challenging perceptions of reality a necessary skill for navigating our dynamic and complex world.
Perception is the lens through which we view reality ourselves, others and the world. It's a cognitive process by which we select, organize and give meaning to environmental stimuli. Reality is the state of things as they actually exist, rather than as they may appear or are interpreted. We often collapse the two we assume our perceptions are the truth without even realizing we are doing it. A bumper sticker I encountered captures it well: "Don't believe everything you think."
What does this have to do with an organization's health?
Perceptions drive people's attitudes, beliefs and behaviors. They can impact whether people embrace change, trust leadership, and actively engage and collaborate. Perceptions shape the very culture of an organization, thereby driving performance.
Often when I start working with a new client we begin with an organizational assessment. I conduct interviews and surveys and examine communication channels; I observe how meetings are run and how teams work together; I review strategic plans, organizational charts, job descriptions, etc. When I deliver my report and recommendations, some of the feedback unveils insights that can be difficult to hear. When one client heard the news of his employees' perceptions, he was poleaxed by this revelation. He defended the current state with examples of tangible improvements that employees seemed to not know, understand or appreciate. Then, he had an epiphany. He set aside his initial frustration and stated, "Well, their feedback isn't exactly how things are, but that doesn't matter, does it? Perception is as good as reality."
So how can perception be untangled from reality?
Take action:
1. Challenge assumptions. Before affirming and elevating a thought to a belief, question its validity.
2. Suspend judgment. When we judge we tend to speak ill of others (out loud or in our thinking). Sometimes criticism of others is an effort to deflect attention away from our own faults or an attempt, by comparison, to make ourselves look better. Seldom is this thinking accurate or productive. Instead, judgment keeps us stuck in our mental patterns.
3. Sharpen critical thinking. Issues are rarely captured by black and white sound bites. Be willing to explore the gray areas. Read news and business magazines that you don't normally check out. Close the gap between perception and reality by seeking the objective truth, not just what already aligns with what you think and believe.
4. Beware of the desire to be right. Make room for new information to change your perspective. Let go of the need to be right, be open to the contribution of others, and embrace being inclusive.
5. Venture outside your comfort zone. If you start in a groove, but choose to play it safe, you'll find yourself in a rut. Staying comfortable leads to stagnation and complacency. Just like your body, as your mind is stretched, it becomes more flexible. Lisa Alexander is the human resources organizational development director for one of my clients; she has a passion for cultivating people. Her mantra: People grow when they are out of their comfort zone. She has an amazing ability to create a safe place for people to take risks; this includes embracing change. When something feels out of alignment with current thinking and starts to feel uncomfortable, lean into that. If you accept the premise that discomfort accompanies growth, you'll build a powerfully rewarding habit of playing outside your comfort zone.
6. Beware of unconscious biases. We all have them. They are the unintentional prejudices we hold without being aware of it. They are "mental shortcuts based on social norms and stereotypes," according to Mindtools.com. In fact, more than 150 types of cognitive biases exist. Common areas include: race, gender, socio-economic status, education, religious beliefs, how people dress and speak, weight, age, etc. They show up in how we hire, promote, manage and treat each other. Some of the ways they influence our perceptions are via:
- halo effect when one trait (positive or negative), spills over to an overall judgment of that person
- affinity bias liking people who are like you
- confirmation bias seek information that confirms what we already believe to be true
When we label and pigeonhole people, even unconsciously, we limit their growth and deprive the organization of their unique contributions.
7. Make the unconscious, conscious. As stated on Wikipedia, psychologist Pierre Janet believed that "underneath the layers of critical-thought functions of the conscious mind lay a powerful awareness called the subconscious mind." When I embark on a one-on-one coaching program with a client, I always say, "The number one objective of this coaching program is to raise your awareness." We may work on communications, emotional intelligence, conflict resolution, performance management, etc. but in the end, until one raises one's awareness, no real, lasting change can occur. And, raising one's awareness takes enormous courage and vulnerability because it's a threat to the familiar, status quo.
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Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or karen@natzel.net.
Published: Fri, Jul 01, 2016
