Our Default Ways of Thinking and Behaving
Have you ever felt like you were on autopilot, moving from task to task without much thought or consideration? This is a common experience for many of us, especially when we’re under pressure at work. Our default ways of thinking and behaving can take over, and we start to rely on our instincts rather than making deliberate decisions.
A Little About Our Instincts
Our instincts are rooted in our brain development and are a result of our experiences, especially during the first few years of life. These associations and tendencies become automatic and unconscious, guiding our thoughts and actions in situations where we don’t have time to think deeply. However, relying on our instincts can be risky, as it’s like guessing the outcome of a game.
How Our Past Shapes Our Present
Our research program, involving over 1,200 studies, has focused on understanding where our instincts and tendencies come from and how we can improve them. We’ve found that our early experiences with caregivers, especially during the first three years of life, have a significant impact on our attitudes towards authority, anxiety, and even our ability to regulate our emotions.
The Code: The Structure of Our Brains
Our instincts and tendencies are like pre-programmed instructions in our core, which we call “the code.” This code is formed through experience and becomes automatic and unconscious. Once this code is established, it’s difficult to change, as it’s a foundation of our brain development.
Which Instincts Matter Most in Leadership
We’ve identified three areas of leadership that are particularly affected by our default ways of thinking and behaving:
- What we focus on: Attitudes towards risk and reward, preferences for familiar or novel information, and the people we prefer to consult with and listen to.
- Our emotionality and ability to maintain our composure: Tendency to feel anxious, experiencing positive or negative emotions, and tendency to internalize or externalize emotions.
- Our ability to engage people and manage relationships: General sociability, ability to resolve tensions, and attitudes towards authority.
What Can We Do? Three Steps to Change
While it may seem impossible to change our default ways of thinking and behaving, it’s not. With the right approach, we can manage and control our instincts:
- Identify the past: Take the time to understand your own experiences and how they’ve shaped your default ways of thinking and behaving.
- Prevent old pathways: Interrupt your natural tendencies with simple behavioral techniques like repeating a phrase or standing up.
- Create a new pathway: Practice new behaviors and routines to replace old associations.
Conclusion
As leaders, it’s crucial to understand how our past experiences shape our present instincts. By identifying and managing our default ways of thinking and behaving, we can change and improve our leadership skills. This article has provided a comprehensive overview of how our instincts work and what steps we can take to improve them. By embracing the research and applying the three steps, leaders can become more effective and resilient.
FAQs
What is the code?
Our instincts and tendencies are like pre-programmed instructions in our core, which we call “the code.” This code is formed through experience and becomes automatic and unconscious.
How do our early experiences shape our future?
Our early experiences, especially during the first three years of life, have a significant impact on our attitudes towards authority, anxiety, and even our ability to regulate our emotions.
Why can’t we change our default ways of thinking and behaving?
The code is a foundation of our brain development, making it difficult to change. Instead, we can manage and control our instincts through the three steps mentioned in the article.
What if I’m not a leader, how does this apply to me?
Understanding your default ways of thinking and behaving can help you become more aware and intentional in your daily life. The three steps can be applied to improve your personal and professional relationships, communication skills, and overall well-being.
Author: fortune.com
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