Learn from Another Persons’ Perspective

Faced up with the alternative between converting one's mind and bearing witness that there is no need to do so, nearly everyone gets engaged on the proof.’ Have you ever watched over someone put tremendous time and energy into bearing witness why they were right? I am talking of the sort of person who just cannot let it go. You or someone else differs with them about something and so the next thing you acknowledge you get a half hour bawl out on why they are right, then a follow-up phone call and many emails. That's so much energy!!!

 

And what about the energy you and your squad spend listening to all of those justifications, indication the follow-up emails and adjudicating to figure out how to work on (read this as work around) this person? You and your team might find yourselves being very deliberate not to differ with this person, at the least not while they are in the room. The next thing you know you start to beltway them or you accommodate two conversations; the one you have when they are in the room and the ‘actual’ conversation that comes about when they are not around. This too is a waste of time and energy.

 

Wouldn’t it be easier to just sit back and look at things from another persons’ perspective for a moment? Of course. The question is how do you make an environment where all of the time being correct is not always a beneficial? You start when you build your team. You make it part of team acculturation to look at problems and resolutions from at least two or three perspectives. It does not always make sense to do this. You can do it enough times for effects or solutions of a particular size or complexness that you show your team that changing positions is a good thing, which at last admits you all to choose the best solution for the situation at hand. Make it an anticipation that team members who bring a solution to the table also try and list three reasons why this situation might be difficult or three reasons why this solution might not work for everyone. In this way being right is likewise about discoursing why you might not be right.

 

The person who needs to be right all the time is probably not going to change for you or for the team. But you can apparatus an environment that is less broad of this behavior and sometimes your Mr. or Ms. Right will work inside the team culture. After all, desiring to be correct could include wanting to be correct inside the anticipations of your peer group.