Strategic self-reflection can help a leader expand their viewpoint and decision-making capability, acknowledge alternative beliefs and create a bridge between information and wisdom.
As stated by Talmud, https://en.wikipedia.org/wiki/Talmud
“We do not see things as they are; but as we are.”
This doctrine from the eighth century speaks to our perceptions and questions our ability to understand people and situations accurately.
In a competitive and fluid corporate environment, executives make decisions based on their experiences and ability to navigate complex change situations. But many leaders fail to look through the lens of the opposing viewpoints and limit their decision quality by projecting only their own thoughts, insights and experiences into a situation without acknowledging alternative angles or beliefs. Strategic self-reflection can enable leaders to create a bridge between information and wisdom.
Executives rarely receive direct feedback, and some may develop a distorted vision of the corporate reality. They likely don’t test their ability to understand organisational behaviours. Consider the following scenario. It’s the last executive team meeting, and everyone agreed to implement a new process. Six months pass, and there is still resistance and limited progress on that process.
During the original meeting, heads nodded in agreement; the new process would streamline processes, but leaders may have missed organisational behavioural cues that indicate disagreement, covert resistance, or a misalignment of agendas.
Leaders should not be surprised at this common symptom of a failed change management attempt. Understanding organisational behaviours is a nebulous task. Employees can see, interpret and understand situations differently even when everyone experienced the same event. Many things influence a person’s perception and how they experience the world around them, such as personal experiences, memories and beliefs. These experiences help formulate how we interpret external stimuli, which develops our personality, perceptions and viewpoints.Continue reading