'There is a voice that doesn’t use words. Listen.’ (Jalal ad-Din Rumi)
I spoke with a friend and colleague recently. It was about a bizarre incident in the news where a group of leaders acted over a serious issue in a way that was clearly ineffective and self-defeating. Somewhat bemused by this, I found myself musing out loud, ‘What were they thinking?’ My friend responded wisely, ‘They weren’t thinking. They were driven by an overwhelming feeling.’ How easy it is to assume rationality in decision-making where, at times, emotion may play a far greater part.
It reminded me of many years ago when I became a passionate and pained activist for human rights in Central America. It was during a period when governments and allied death squads committed acts of unspeakable horror against the poor. Alongside fellow activists, I burned myself out for the people and for the cause. On reflection, however, I’m not sure what practical difference my efforts made. A co-activist commented in retrospect, ‘We were driven more by instinct than strategy.’
Such accounts could lead us to propose that rationality is far superior to emotion or instinct when it comes to decision-making and effectiveness. We could conclude that to think-things-through is the best course of action, prior to action. ‘You didn’t really think this through, did you?’ is a culturally-coded message that signals to a person, ‘You idiot!’, or, in more gentle diplomatic language, ‘If you had thought about this more carefully beforehand, you would have achieved a better outcome.’
On this note, Prof Eugene Sadler-Smith sheds some intriguing light. He discovered that some of the best leadership decisions are informed by intuition, not by rational process, and that leaders often post-rationalise their decisions if rationality is valued personally or culturally as more acceptable, reliable or sound than emotion or intuition. This revelation calls for a critical-creative balance of intuition and rationality, with each inspiring, informing and testing the other.
What do you think? What’s your intuition telling you?
‘Expectation is a belief that is centred on the future.’ (Wiki)
You may recall the now-famous words of Tom Peters: ‘It is better to under-promise and over-deliver than to over-promise and under-deliver.’ It’s a bit like the parable in Matthew’s gospel: a man has two sons and asks them do something. One says ‘No’ and does it; the other says ‘Yes’ and doesn’t. It signals that expectation is linked to relationship – and trust. If we expect something to happen, it’s as if, for us, it will happen. If it doesn’t, we may experience surprise, disappointment or relief.
Relief, of course, because it’s possible to expect the worst as well as the best. If our fears are unjustified, we call this catastrophizing. Conversely, if our hopes are unfounded, we call it naivety. Both indicate a disconnect between what is imagined and what is real – although we may not be aware of it at the time. That said, our expectations may be entirely realistic, based on firm predictability. Such expectations represent promise, certainty and, where positive, hope.
If our hopes and expectations are high and fulfilled, it can increase our sense of satisfaction, delight and confidence for the future. If not, we are likely to feel frustrated, hurt or disillusioned – and to lose trust. This is why, instead of aiming high, some parents, teachers or managers encourage their children, pupils or staff to ‘lower their expectations’. The intention is to reduce stress by avoiding the risk of disappointment. (This raises interesting questions vis a vis managing customer expectations!)
Alternatively, we may take positive steps to increase the probability of high expectations being met. We may pray hard, sign binding contracts, plan in detail, identify and address critical success factors, prepare contingencies, mitigate the effects of sub-optimal performance etc. Or, psychologically, we may practise mindfulness, increase resilience, learn to handle expectations and disappointments differently. As leader, OD or coach, how do you handle expectations and enable others to do so too?
‘A penguin walks through that door right now wearing a sombrero. What does he say and why is he here?’ (Google)
I searched Google recently for ‘weird interview questions’ and, among others, the vivid, sombrero-donned penguin example flashed up onto my screen. It was definitely my favourite. I mean…who would think to ask that question never mind try to answer it?
Its brilliance lays in its strange unexpectedness, zany imagery and sheer randomness. It’s a fantastic example of lateral thinking, a provocative-evocative approach designed to disrupt ordinary thinking, routines and expectations. A person’s response to such questions can reveal their personal and cultural assumptions, projections, imaginative-creative skills – and sense of humour! It can also stimulate fresh energy, insights and ideas.
The jolts we experience mentally, emotionally and physically when we encounter such questions, especially if they come out of the blue…or red…or yellow…or any other colour that may appeal to or disturb us…can feel like, all of a sudden, riding a rollercoaster at breakneck speed with no seatbelt on – like being catapulted, confused, into strange and unusual worlds. Think Jesus and parables, Zen and koans or, if you prefer, Alice and Wonderland.
Leandro Herrero (Disruptive Ideas: 10+10+10=1000, 2008) proposes that the impact of a few simple, such disruptive ideas can be like dynamite. They are likely to be controversial and counterintuitive, risk being ridiculed or dismissed – and yet are disproportionate in their ‘potential to impact on and transform the lives of (people and) organisations.’ Sometimes small things really are big.
Where have you seen or experienced simple questions, ideas or actions create earth-shaking movement?
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