Tag Archives: beliefs

Underpinnings of Theory

“I have to tell you,” I started. “I have a high bias for action. Theory is okay, but for me, I am more interested in real world application, the theory, not so much.”

Pablo gave me a short grimace. “Unfortunate,” he said. “I know you young people are short on attention, you look for excitement in the world. Often, the underpinnings of theory escape you.”

“It’s not that,” I defended. “I just lean toward doing something.”

“I am sure that is what you believe, but every action you take, indeed, all of your behavior is based on your perception of the world, what is going on around you. Understand, that perception is always a frame of some sort. There are things within your field of vision, and things outside your field of vision. Sometimes, to change your frame, all you have to do is turn your head.”

“I get that,” I nodded. “I’m a visual person.”

“Most of your frames,” Pablo turned his head to see me sideways, “are not visual frames, but mental frames. Your mental frames are based on assumptions, beliefs, the way you see the world. Most of your frames are based on some theory. And, if your theory is not intentional, studied, tested, then your behavior may be (mis)guided by a theory of which you are not aware.”

How Does Culture Drive Behavior?

“He doesn’t fit the culture,” Ruben explained. “Jason’s okay, knows the technical side of the business, but he doesn’t fit the culture.”

“What do you mean, he doesn’t fit the culture?” I asked.

“He doesn’t fit the team,” Ruben replied. “Our teams work together, support each other, help each other. If someone asks Jason a question, he snaps the answer, he treats the other person like they are stupid. And, they just want to know the answer to the question.”

“What does Jason believe about the team?”

“What do you mean, believe about the team?” Ruben looked puzzled.

“You said this was a culture problem,” I nodded. “Culture is a set of beliefs that drive behavior, for better or worse. Ultimately, those behaviors are repeated and become an unwritten set of rules that guide the team in the way they work together. That’s culture. But, it all starts with what we believe, what you believe, as the manager, what Jason believes as a team member. If you want to change the behavior, you have to change the context. What we believe, what Jason believes, creates the context and drives his behavior. What does Jason believe about the team?”

Ruben looked up into his brain, “Jason believes he is smarter than anyone else on the team. Jason believes that he could do all the work better than anyone else on the team. Jason believes the other people on the team slow him down. When someone asks a question, it proves Jason is right, that he is the smartest person on the team and he wants everyone to know it.”
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