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Avoiding mental fight or flight
The document discusses how instinctual fight-or-flight responses can lead to poor management decisions by causing individuals to rely on outdated assumptions and overlook critical data. It emphasizes the need for awareness of these mental reactions and suggests questions to evaluate one's beliefs and assumptions. To improve decision-making, it encourages pausing to reassess reactions and updating thinking in response to new information.
Avoiding mental fight or flight
- 1. Have you ever madea dumb management decision? www.TheHumanFactor.biz www.MoreThanaMinute.com
- 2. It often has todo with our instinctual fight or flight response? www.TheHumanFactor.biz www.MoreThanaMinute.com
- 3.
- 4. We apply ourfight-or-flight reflexes to predators AND data www.TheHumanFactor.biz www.MoreThanaMinute.com
- 5. Mental fight-or-flight… • causesus to miss obvious information that affects our markets, our customers & our business • encourages decisions based on outdated assumptions rather than hard data • leads us to cling to the past rather than opening up to new possibilities – an essential skill for keeping up with today’s hyper-paced markets www.TheHumanFactor.biz www.MoreThanaMinute.com
- 6. In mental fight-or-flight… •we give greater credence to evidence that bolsters our beliefs • we vigorously dispute arguments, information & points of view that contradict our own • we constantly screen in the data that proves us right, while screening out data that might prove us wrong • we miss seeing information that could prevent us from making a costly decision www.TheHumanFactor.biz www.MoreThanaMinute.com
- 7. We don’t believewhat we see… We see what we already believe… …and we seek constantly to prove ourselves right www.TheHumanFactor.biz www.MoreThanaMinute.com
- 8. Run! To avoid thismental knee-jerk reaction, become aware you’re in mental fightor-flight & www.TheHumanFactor.biz www.MoreThanaMinute.com
- 9. Ask yourself? • Whyam I reacting so strongly to this issue? • What is my underlying assumption or belief that is being challenged? • Is this assumption or belief still true? • What do I stand to lose by having my point of view challenged? • Is it time for me to update my thinking? www.TheHumanFactor.biz www.MoreThanaMinute.com
- 10. Practice pausing &evaluating your fight or flight responses. Contact Holly@TheHumanFactor.biz if you want to win in business!
- 11. Holly G. Green thearchitect of pause™ & thinking to thrive expert www.TheHumanFactor.biz www.MoreThanaMinute.com
Editor's Notes
- #8 Read slide as builds…so we ignore or miss a lot going on around us and limit the possibilities of our business and our success by getting locked in to things that may no longer be soRemember, I said we have clients note those things they are absolutely, positively sure are so about their business, their industry, etc. We have never had a client be right on more than 50% of the facts . They may have been right 2 years ago, but things changed…Think about the last time you bought a new car. On the way home from the dealership you probably noticed a lot of other cars just like the one you bought. Now as much as each of you is a celebrity in their own right, people probably did not go out and buy that new car because they heard you were at the lot. The cars were always there, you just never had reason to see them. Once you bought yours, your brain was proving our brilliant you were to purchase it by noting how many other smart people there were driving one. It is called reticular articulation – when new windows open to us and we can see new things.