What is your approach?
Identify the issue
Naming the problem is not labeling it. Labeling has long-term connotations which you can’t seem to shake-off or move beyond; “naming” is about identifying the “what” we’re dealing with so that we can find the appropriate solution, the “how” to move through it.
Most human behaviour which gets us into trouble; or better said, provides challenges for ourselves and others comes largely from unconscious processes. The Enneagram, for example, provides a framework for exploring these processes whether it is our blind-spots, core fears, defenses and motivations which primarily drives behaviour. Whatever the assessment tool or framework, the central approach is creating a safe space to explore these aspects within ourselves. Communications expert Richard Greene ruminated the following: words account for 7%, voice tone 38% and body language 55% of communication. How are we to discover what influences are being transmitted in our communication or “message” whilst thinking we are merely giving content? Through honest self-exploration and reflection, preferably guided by someone.
When addressing human-related issues, the guiding principle is “go wide”. In other words, lateral. Resolving people-related challenges often does not require going “linear”. Linear thinking is optimal for accounting, but for people we need lateral thinking (whole brain). Of course, different kinds of thinking are relevant depending on the subject matter. As Einstein deliberated on, the solution to a problem is not always found by using the same thinking which created it. We believe in being creative in how we view human dynamics /challenges right down to our communications or delivery of our message to reach resolution.
Context is central to defining a challenge or simply just understanding the situation or behaviour. A systemic approach to human behaviour is crucial. Through insightful analysis of the context and its impact on behaviour, more effective strategy can be delineated. Challenging behaviours /dynamics have to be seen within the context it arises in order to make any meaningful inferences about what the problem/challenge actually is about.
The Humanagist Group is about strategizing around human capital; to get the best out of people not only for the environment in which they contribute but also for themselves.