Monat: April 2023

Interesting background of the quote: „No one is more hated than he who speaks the truth.“ (Plato)

Studies have been able to prove that people would like to shoot the bearer of bad news and find the person unsympathetic.

The researchers suspect that this is related to the desire to find a sense / meaning in change. In order to this suggestion, bad news awakens the desire to bring things together, that do not have the same origin. As a result, the bearer of the bad news is disliked.

Solution: To reduce this dislike, as the studies showed, it helps to create awareness about the benevolent motives of the bearer of the bad news.
(source: https://psycnet.apa.org/doiLanding?doi=10.1037%2Fxge0000586)

Modification of the „Agile Manifesto“ as a blueprint for general change

The values of the agile Manifesto, focusing on humans and less on process. Which doesn’t mean that processes or plans are not valued, but they are, accordingly to the agile manifesto, less valued than human interactions. 

Here are the four principles:

„Individuals and interactions over processes and tools.

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan“ 

(source: Manifesto for Agile Software Development (agilemanifesto.org))

With minor modifications, this can be used as a blueprint for all the changes we face, including organizational development.

One transfer-idea outside the software industry could be like this:

  1. Individual expertise and interactions versus processes and tools. 
  2. Speaking and deep listening like peers across all hierarchical levels versus one-sided analysis in a select group
  3. Collaborating across hierarchies instead of lonely guidance from a select few 
  4. Welcoming all ideas and changes instead of following a fixed and predefined plan.

In my eyes it would be good to use the „prophet in the own county“ as this person is part of the culture, knows better than anyone else, where the weaknesses are. With these four principles, we would turn those affected into involved, with the result that all changes are supported in the implementation and lived sustainably.

To summarize the above transfer-idea of the agile manifesto to the point: 

The wisdom of changes lies in the organization and the people of the organization and not outside. 

Therefore, listen to the people in your organization, observe the way of interactions during meetings on the corridor. Listen to the unspoken words and the signals in your organization, and focus less on documents and processes. Documents and processes are needed and important, but they are in my eyes not the holy grale, it’s more the question of balance.

Two sides of feedback

Feedback is the result of the comparison between the target and actual state by a second person.

If the assessment of the state between actual and target is the same in the eyes of the second person, then the feedback is positive. The feedback recipient receives recognition and appreciation. The difference is that recognition refers to performance and appreciation refers to personality.

If the target and actual state do not match on the part of the feedback giver, the feedback receiver is criticized. We can learn from both. From the positive perceived feedback, we learn to conform.

From the negative perceived feedback, the criticism, we can learn where a second person sees improvements for us. Studies have shown that negative feedback, criticism, can lead to improved performance (Kluger & DeNisi 1996).

With any feedback, it is important to understand that the source of the feedback is the second person and their own construct.

If the feedback is given with good intentions and no hidden agenda, it is a fantastic resource for the feedback receiver to learn from.

However, feedback can also be part of:

  • Instrumentalization in the form of manipulation techniques, such as false compliments or in the worst case with the intention of humiliation.
  • Projection of one’s own behaviour, this happens unconsciously, the feedback giver’s own behaviour is transferred to the feedback receiver.

Examine the mindset with which feedback is given and consider whether you can learn from it or whether it is done in an instrumentalized way. 

In this way, the feedback receiver has the chance to learn twice:

  1. About the self: How others, especially the feedback givers, observe and evaluate feedback receiver own behaviour.
  2. About the feedback giver: With the feedback, the construct of the feedback giver will be uncovered.

For further information read this article Valence of feedback (positive vs. negative feedback)

Methodology „H-O-E-R“ to turn exception into daily behaviour

„H-O-E-R“ is an acronym and stands for deep listening a method of coaching, which is also helpful for systemic leaders or for self coaching. If you use it for self-coaching, replace employee through yourself.

H stands for hearing out to the exception (s)

O stands for make it more open / expand it. Ask the employee what is the positive exception to the challenge or problem. Ask the employee when and how the exception appear or what happened during or before the exception and which role the employee had.

E is empowerment and strengthen the employee stronger the success and own power. The main part of the leader is to observe and recognize. When the positive exception to the challenges happened, and give the employee natural compliments when the leader observes that the obstacles could be overcome.

R is to go back and reflect, through questioning the employee, what changed in a more positive way through the exception. The question is: „What else?“

This methodology is origin from Peter De Jong and Insoo Kim Berg from the book „Interviewing for solution“.

The „Diamond of life-span“

Different studies have shown that it is possible to live a better life in old age.

Various aspects and actions, as well as collaborative relationships between people, increase well-being and positive mindset in old age. These found patterns are called the relationship matrix.

The four pillar of the relationship matrix are from each other dependent. All together are called „the diamonds of life-span“.

These pillars of „the diamond of life-span“ are:

  1. Relationship resources: Neighbors, friends, acquaintances, positive people of the past, where dialogs are still happened in the mind, belong to this group.
  2. Personal health / well-being: this are the medical standards and the personal view on the own health.
  3. Positive mindset: The individual happiness, optimism and well being of the own life
  4. Activity: The active participation on mental and body activities

These four pillars influence each other and interact with each other.

Here are some influences of the relationships, which are through research proven:

Relationship resources <=> personal health / well-being

People with good relationship are active together, caring for each other. Studies showed that recovery from a mental or physical illness are faster when strong positive emotional relationship are there. People are more willingly to go to physician, when a partner is on their side. To make new acquaintances happens easier when you feel healthy.

Relationship resources <=> positive mindset

Positive relationships build self-confidence and support to build meaningful goals as well give solace in heavy times. Positive attitude towards life and your self leads to more empathy, love, friendliness, and indulgence. This together improves and deepen relationship.

Positive mindset <=> activity

Positive mindset leads to trust and optimism. Activities leads to positive memories and happier feelings. Activities is in relation to satisfaction

Positive mindset <=> personal health / well-being

Researcher is convinced that positive mindset leads to personal health and well-being. In a nun study researcher found that positive emotions written in a youth diary leads to an older age. Nuns which express fewer positive emotions in the youth died to 54% under the age of 80. Compared with the nuns with positive emotions in their diary only 24% died under 80

Personal health / well-being <-> activity

Personal health enables more activity, and more activity leads to better health.

Relationship resources <-> activity

Relationship invites to more activities. This extent the own interests and creates curiosity. An active live lead to more social activities and supports in this way the relationship.

Looking at the four pillars the most important of this is the relationship to others, as this is the source for well-being and a healthy aging.

Let this diamond shine over your lifespan.

To read more about it, klick here

What is the reason of gullibility?

We all know that rumours and allegations are often long-lasting. False insinuations spread via spoken words or facial expressions and gestures persist in the organization for a long time, even if the facts and data refute them. Researchers discovered social and cognitive factors that explain the persistence of rumours and allegations.

These are here summarized:

Cognitive factors

1. Intuition („gut feeling“) through:

  • Little analysis
  • Less analytical thinking

2. Cognitive inaccuracy due to:

  • References to sources are neglected or forgotten
  • Own knowledge is not applied
  • Counter-evidence is neglected  

3. Illusory truth:

  • Familiarity of information
  • Fluency
  • Cohesion with own experience

Social factors

1. Credibility of groups through:

  • Hierarchies (elites)
  • Degree of attraction / attractiveness
  • Own social affiliation

2. World views through

  • personal views
  • Affiliation to a party

3. Emotions

  • One’s own emotional state
  • Information itself is presented emotionally

The whole study can be found under this link: Eckert et al.