Cognitive Dissonance
Although not the pure psychological definition, ‘cognitive dissonance’ often refers to the ability to hold two seemingly contradictory beliefs in tension with one another.
Cognitive dissonance, IMHO, lies in the advanced stages of executive thinking.
Quick layman’s anatomy:
Brainstem (aka ‘lizard brain’) – responsible for autonomic vital functions and basic survival; it tends to be the go-to for our fight-or-flight responses
Cerebellum – middle brain that handles balance, coordination, and fine-tuning our interaction with the world
Cerebrum – the largest part that controls thinking, learning, memory, and emotions
Prefrontal Cortex – part of the Cerebrum found just behind the forehead responsible for higher-level thinking
Executive thinking happens there, in the prefrontal cortex, and I believe it is a skill that can be, and needs to be, developed.
No different than any other professional skill, executive thinking is something that can be learned, improved, and perfected.
And, just like any other skill development process, in order to advance one must be willing to release prior knowledge and understanding when it is found to be false.
If you want to be ‘Y’ and not ‘X’, you have to release the thinking and activities that make you ‘X’ and replace them with that which will help you to become ‘Y’.
As the saying goes, “Your systems are perfectly designed to get the results you are getting. If you want to change the results, you must change the systems.” – W. Edwards Deming
In our case today, ‘systems’ = ‘how we think.’
Here is just a sampling of concepts an executive thinker has to let go of along their journey of development:
“It’s a simple question. ‘Yes’ or ‘No’?” – We live in a complex world where very few questions are that fsimple. Executive thinking doesn’t allow for a lens that sees pure black-and-white, perfect answers, and clear direction. That’s why they call them ‘hard’ choices. Nuance abounds.
“I can’t.” – Obstacles are a part of everyday life, and the bigger the vision, the bigger the obstacles. Executive thinking looks for the path over, under, around, or through the obstacles they face.
“It’s not my fault.” – The constant search for blame, whether it be toward self or others, is a sign of weakness and immaturity as a leader. Executive thinking allows us to keep our eye on the vision and work through the mistakes. If necessary, we take ownership or identify the issue and deal with it, but the eyes are set on forward momentum, not in search of a scapegoat.
“I’m just not good at ‘X’.” – OK, we can’t all be astronauts or professional athletes. But an executive thinker understands how powerful our thoughts and self-talk are and works hard to keep them as positive as possible.
“There has to be a solution to this ‘problem’.” – Read on…
Back to this idea of cognitive dissonance.
Executive thinkers (leaders) have to master the ability to hold two seemingly contradictory beliefs in tension with one another…without letting that tension get in their way!
I learned an adage a decade or so ago that, I believe, moved my executive thinking skills to the next level – ‘twas a huge leap forward for me.
Recognize the difference between a Problem and a Tension.
A Problem must be solved. A Tension must be managed.
If you try to manage a Problem or solve a Tension, issues abound.
Executive leaders are incredible problem solvers. They are wired for it.
So when they are faced with a Tension (unsolvable) that they see as a Problem, they can get frustrated, make mistakes, and be thrown off their game.
Learning to manage tensions well – that which is ultimately unsolvable – is a work of mastery.
A few examples:
People v Profit – You love our employees and want to see them flourish, but there are only so many salary and benefit dollars to go around, and company profit is a priority if you want to grow and/or make it through the lean seasons.
Transparency v Confidentiality – Transparency is big in our world today, but there are some topics/issues that still need high levels of discernment and confidentiality.
Individual Needs v Team Goals – Personal professional development is very important, but your organizational (team) goals are, too, and sometimes the two are at odds.
Information Gathering v Bias Toward Action – Yes, we want to make informed decisions whenever possible. But how much is too much? And when do we need to just ‘blink it’?
There are plenty more where that came from.
Executive leaders appreciate Tension in the world around them, and they work to manage it.
But they also realize these issues are never going to be ‘solved,’ and that in the midst of the Tension, there is important work to be done.
Here’s one last thought for you along these lines…
Close the Year Running v Rest and Recharge – Some think this is the time of year (end of Q4) to pull ahead of the pack, to lean in, and to get a jump start on 2025. Others see it as an opportunity to take a step back, to get perspective, and to have some downtime with family.
Both can be true. They exist in Tension. And your approach to managing that tension will likely shift year over year.
Over the next couple weeks, I hope you are able to recharge those batteries and spend quality time with your loved ones.
And if you choose to lean in and get a leg up on Q1, more power to you as well.
Either way, may God bless you and yours this holiday season.
Grace and Peace, my friends. Merry Christmas!
==========
This Week’s Resource Recommendation(s):
"Blink: The Power of Thinking Without Thinking"
– Malcom Gladwell
From Amazon: Blink is a book about how we think without thinking, about choices that seem to be made in an instant – in the blink of an eye – that actually aren't as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts and win, while others end up stumbling into error? How do our brains really work-in the office, in the classroom, in the kitchen, and in the bedroom? And why are the best decisions often those that are impossible to explain to others?
In Blink we meet the psychologist who has learned to predict whether a marriage will last, based on a few minutes of observing a couple; the tennis coach who knows when a player will double-fault before the racket even makes contact with the ball; the antiquities experts who recognize a fake at a glance. Here, too, are great failures of "blink": the election of Warren Harding; "New Coke"; and the shooting of Amadou Diallo by police.
Blink reveals that great decision makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of "thin-slicing"-filtering the very few factors that matter from an overwhelming number of variables.
MMS 24-26
I would love to send our Monday Morning Stretch directly to you via email and would consider it an honor to serve you in this way. To register, please take 30 seconds to give us permission to do so below.
Blessings to you, my friend!
