Four States Of Mind Part 1

The Problem

I have been obsessed with how to lift both myself and others in pursuit of a goal for more than 30 years. Ever since I began to play competitive cricket as an 11 year old the issue of how to improve performance has been an almost daily question I have asked myself.

How to bring the complete team along on the journey of change is the question that I am now continually asked. I know it keeps leaders lying awake at 3.00am as they wrestle and struggle with how to have their team come on board with the latest change initiative…..How to bring on the board the people who ‘Resist Change’? What about the ones who are ‘Negative’? What about all the other variations in perspectives on the issues we face?

Before we get into this we will have a brief recap.

A friend of mine, Matt Church, summarised the three roles of a leader as follows.

1. Transform Fear into Confidence

2. Create Clarity from Chaos

3. Mobilise People to Move Forward to a Better Future

Now to develop this further; how can this be put into practical use?

Draw the first two roles of a leader as the x and y axes of a graph. Illustrating the roles of a leader in this way gave me a break through on how people can look at the same information and have vastly different conclusions and recommendations. So much of our thought processes are impacted by the point of view and perspective we bring to a situation.

Draw a cross in the body of the graph so we divide the diagram into four quadrants. Looking at this diagram let’s now work our way through each quadrant and its opportunities and challenges

manufacturship white paper 14_Page_3

Bottom Left

If you start at the bottom left section of the model, here is where we are in both Fear and Chaos. You may think this quadrant is not a nice place to be. It is a very normal place to be when a new project or situation confronts the organisation. This may be a place you spend some time on many issues; however it is an absolute disaster of a place to STAY. You may visit this place; you definitely do not want to live there!

“When the mind withdraws into itself and dispenses with facts it makes only chaos.” – Edith Hamilton

When an individual or organisation in this bottom left quadrant it is often in a state of bewilderment. People do not know what is happening next, they see chaos all around them, and they are living in fear.

Being bewildered is a state we have all felt at times, especially when facing something for the first time. You are on high alert for everything and burn up a lot of energy trying to figure out how to react to the situation. Remaining bewildered for a long period of time leads to exhaustion. When we are exhausted yet still in chaos and afraid we can give up. We move into submission, shrug our shoulders, shutoff from the situation and go through the motions. This happens to organisations also.

A prolonged period of chaos and fear amongst people leads them to bewilderment, then exhaustion, then submission. Pulling yourself or your team up from a submissive state can take a lot of energy.

“Much unhappiness has come into the world because of bewilderment and things left unsaid.” – Fyodor Dostoyevsky

Top Left

The Top Left quadrant refers to scenarios where there is a lot of chaos occurring, combined with a lot of confidence.

The best description I have of this for people is when I coached my sons Under 12 cricket team. I had 13 boys and girls running around carrying bats and balls, all talking at the same time and all telling everyone else who was listening (no one was listening to anyone!) how good they were. Can anyone relate to a scenario like that occurring inside their business? I certainly can!

This occurs collectively, and also it is true that individuals can behave in a chaotic and overly confident manner.

What’s the danger in this organisationally? The two great dangers are that we can rush down a path that is just plain wrong. We fail to clearly consider the consequences of our actions before we start off. We then change direction abruptly and head over down another path that may be just as poorly considered. Lurching in one direction to another, we lose our people’s trust and performance does not improve. Usually performance deteriorates when there are many directional changes.

The second danger is most common at a tactical level. Misjudgements causing accidents or severe hazards can often be traced back to a failure to be absolutely clear in either risk analysis, training, or planning combined with an ignorant confidence about the activities being undertaken.

“I’m a good driver so speeding is Ok” is an obvious illustration of this combination.

Next post, we will explore the right hand side of the model and most importantly see the combination that is the most productive approach to take to achieve forward motion towards our goals.

Please leave a comment or ask a question.

Jason

Tags: , , , , , , , , , , , , ,

One Response to “Four States Of Mind Part 1”

  1. Roger Marriott says:

    Hi Jason,

    What you need to read and understand is “The Yoga Sutras of Patanjali”, written about 500BC. It was the first “systemization” of yoga. Yoga is about the mind. Google and read.

    If you want some good translations/commentaries let me know.
    Roger

Leave a Reply


 

Follow Us

 

  • ———————————————

  • ———————————————

    Call us on 1300 226 121 or email jason@manufacturship.com

    ———————————————

  • Manufacturship is a member of:

    ———————————————

  • NEWS

    Board Strategic Issues:

    Issue 1 – April 2016

    A quarterly issue

    ———————————————

  • BOOK ORDERS

    ‘Manufacturing Money’ Click here to order your copy

    ———————————————

  • UPCOMING EVENTS

    CLICK HERE for more information

    CEO Roundtable – Building Competitive Advantage in Manufacturing
    Sydney, dates TBA
    Newcastle, dates TBA

    Introduction to Manufacturship Live One Day Event May 2018 Sydney

    Manufacturship Foundations Live Three Day Event May 2018 Sydney

    ———————————————

  • SEARCH

  • ———————————————

  • RECENT MANUFACTURING MONEY NEWSLETTER POSTS

  • RECENT COMMENTS

  •