With most things related to organizational improvement, the answers to your biggest problems are usually less complicated than you initially think. When there is a lack of clarity, it usually speaks more to your perspective and understanding than the problem. Because of this, you need to surround yourself with people who know how to ask great questions. This includes questions that that challenge your existing beliefs and perspective.

It is a fact that not all of your beliefs are true in the absolute sense. These beliefs are true to you today, hence they tint your view of the world accordingly. When we believe something, we subconsciously look for information that supports that belief, hence we stay sane. This is partly why people resist change to the degree that they do. When new information conflicts with what you believe, it isn’t always easy to process. In the interest of relentless organizational improvement and corporate performance, constancy and stability then become a problem. Something has to be interjected into that equation that sparks change.

Cognitive dissonance refers to a temporary state of holding two or more conflicting ideas or beliefs. When this occurs, the subconscious goes into overdrive to resolve the conflict. Say for example that you believe your performance with customers is stable at a satisfactory value of X. If nothing comes along to challenge that belief, no adaptation occurs and nothing changes. If data suddenly emerges that suggests your performance is a less satisfactory value of Y, which conflict with X, how do you handle it?

Be open to the idea that:

– No measurement tool is perfect, hence your data is not infallible
– You currently hold beliefs that aren’t absolutely true
– Sometimes a better perspective is the thing that would allow you to see a stronger option or solution

Surround yourself with people you trust, who also ask great questions.
Create an environment where they are encouraged to do so.
Give outlier perspectives from those you trust a full shake.

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Categories: Strategic Planning