Blame is contagious

Blame is contagious, according to UCLA researchers. Even when we observe a public display of blame, we are likelier to do the same.

Volunteers were asked to read about a governor blaming others for a problem, while a different group read how the governor accepted personal responsibility for the crisis. Both groups then wrote about a failure in their own lives. Those who saw blame modeled for them were almost a third more likely to join the blame game and put the fault for their failure on someone else. However, the number of blamers dropped when volunteers first wrote down their core values.

The researchers theorized that a reminder of how to make wise choices made it less likely for individuals to feel the need to defend themselves by blaming others and more willing to take responsibility.  

A USC professor conducted similar experiences and concluded that publicly blaming of others dramatically increases the likelihood that the practice will become viral.

When leaders, parents, or even friends make a practice of blaming others for their failures, they are encouraging people in their circle of influence to do the same. People then become less willing to take risks, less innovative and less creative—and less likely to learn from their mistakes.

Blame creates a culture of fear.

Stephen Goforth

The face of death

Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure — these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart. 

Steve Jobs

Hiding Endings from Ourselves

We avoid endings whenever possible, and we steer clear whenever we can of the neutral-zone emptiness. Endings feel like failure to us, and at a deeper level. So we use the busyness and structure and status of work and family life to hide ending it from view. Believing in doing so that if we just keep adding and adding to what we have, we’ll end up with something new and will avoid the need to make any endings.

But it is not just endings that we fear. The aloneness and emptiness that are often felt in the neutral zone are just about as fearful for many modern people as endings are. Whenever we can’t see that anything is happening—and you usually can’t in the neutral zone—we doubt that anything can “really” be going on.

We fail to see that real new beginnings, the kind that revitalize and inaugurate a new order of things, come out of that chaotic neutral zone.

William Bridges, The Way of Transition

When we use depression as an excuse

We often use depression as an excuse for not doing something we don’t want to do or afraid to do. When someone suggests that we go ahead and do whatever we are trying to avoid, we usually agree and say, “I think you’re right, but I’m just to upset right now to do it.” For example, your company is downsizing and you lose a good job through no fault of your own. You tell me what happened and how depressed you are. I try not to pay much attention to your depressing. Instead, I say, “I know it’s hard, but don’t sit around; get out your resume.”

But you are depressing for a good reason. You have just been laid off and feel rejected, even though it was not your fault. You are afraid of another rejection, of facing the fact that there may be no good jobs for you at your age and with your experience. As painful as depressing is, it’s less painful at this time than looking for job and getting rejected again and again.

William Glasser, Choice Theory

Spinning Activities to Avoid What We Fear

When we’re scared, we might spin up a frantic list of activities to avoid confronting our fear. The more afraid we are, the more we retreat from what spooks us by believing we’re too busy to tackle it.

Instead, block 15 minutes on your calendar to shut down all messaging and busy work. Name the perceived nemesis you’re avoiding. Write down three columns: the worst-case scenario, the current situation, and the best possible outcome.

Writing specifics under each column, you might discover that your worst case is much more likely if you stick to your current choices than if you were to mobilize your team in another direction.

Sabina Nawaz writing for Harvard Business Review

When Loyalty at Work Becomes Harmful

Numerous examples and research show that overly loyal people are more likely to participate in unethical acts to keep their jobs and are also more likely to be exploited by their employer. These could manifest as being asked to work unreasonable hours or on projects or assignments unrelated to your role, or keeping things under wraps because it is in the company’s (read: family) best interest. We’re all in this together, so you have to play your part, right?

Studies show that employees who operate within a “familial culture” often fail to report any wrongdoing when they feel closer ties to the perpetrator. Feelings of fear the damage might cause to the perpetrator keep fellow employees quiet and complicit.

Joshua A. Luna, writing in the Harvard Business Review

This is the work of healing

Thursday, Jan. 27 is International Holocaust Remembrance Day

This is the work of healing. You deny what hurts, what you fear. You avoid it at all costs. Then you find a way to welcome and embrace what you’re most afraid of. And then you can finally let it go. 

Auschwitz survivor Edith Eva Eger in her book The Choice

Why are some people compelled to cheat?

The fear of losing something appears to be a greater motivator to cheat than the lure of a gain.

Kerry Ritchie, who researches how to improve teaching at the University of Guelph in Ontario, Canada, says the majority of academic cheating is conducted by high-achieving students, (60% of offenders earned grades 80% or more). While cheating in education is not the same as cheating during play, if there are similarities it's that those at the top feel a pressure to maintain their status. Players are more likely to behave dishonestly if they can say that it benefits other people as well as themselves.

William Park writing in BBC Future

The Social Media Distraction

I think the reason that we seek distraction (from social media) is that working on stuff that we care about is often scary. It brings us into contact with all the ways in which we’re limited—our talents might not be up to what we’re trying to do, and we can’t control how things will unfold. If you’re writing a difficult article, you don’t get to know in advance that it’s going to come out well, which can make you feel constrained and imprisoned by reality. Meanwhile, the internet feels limitless, like you’re an all-powerful consciousness surfing the unlimited waves of the web and social media. It’s very relieving.

Oliver Burkeman quoted in The Atlantic

The very real danger

The fundamental fact about all of us is that we’re alive for a while but will die before long. This fact is the real root cause of all our anger and pain and despair. And you can either run from this fact or, by way of love, you can embrace it. 

When you stay in your room and rage or sneer or shrug your shoulders, as I did for many years, the world and its problems are impossibly daunting. But when you go out and put yourself in real relation to real people, or even just real animals, there’s a very real danger that you might love some of them. 

And who knows what might happen to you then? 

Jonathan Franzen 

Safe Solutions

If your state of mind is coming from a place of fear and risk avoidance, then you will always settle for the safe solutions—the solutions already applied many times before. Sometimes, the path already taken is the best solution. But you should not follow the path automatically without first seeing it for what it really is. When you are open to possibilities, you may find that the common way is the best way for your particular case. However, this will be a choice you made not by habit, but by reflection and in the spirit of a fresh beginner with fresh eyes and a new perspective. 

Garr Reynolds, Presentation Zen

the crisis of love

There is a true story of a little boy whose sister needed a blood transfusion. The doctor explained that she had the same disease the boy had recovered from two years earlier. Her only chance of recovery was a transfusion from someone who had previously conquered the disease. Since the two children had the same rare blood type, the boy was an ideal donor.

“Would you give your blood to Mary?” the doctor asked.

Johnny hesitated. His lower lip started to tremble. Then he smiled and said, “Sure, for my sister.”

Soon the two children were wheeled into the hospital room. Mary, pale and thin. Johnny, robust and healthy. Neither spoke, but when their eyes met, Johnny grinned.

As the nurse inserted the needle into his arm, Johnny’s smile faded. He watched the blood flow through the tube.

With the ordeal almost over, Johnny’s voice, slightly shaky, broke the silence.

“Doctor, when do I die?”

Only then did the doctor realize why Johnny had hesitated, why his lip had trembled when he agreed to donate his blood. He thought giving his blood to his sister would mean giving up his life. In that brief moment, he had made his great decision. Johnny faced a “crisis of love”. He won the test and experienced love at the deepest level.

David Needham, Close to His Majesty

Winging It

There are no grown-ups. We suspect this when we are younger, but can confirm it only once we are the ones writing books and attending parent-teacher conferences. Everyone is winging it, some just do it more confidently.

Pamela Druckerman writing in the New York Times

Risk aversion kills innovation

The secret killer of innovation is shame. You can't measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager must needed feedback, and is afraid to speak up in front of a client you can be sure that shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward.

If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves.

This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others I the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion . Risk aversion kills innovation.

Peter Sheaham

Fearing Outsiders

"It’s what we call an over-exclusion bias," Mina Cikara, a Harvard psychologist who studies intergroup conflict, said. When you start fearing others "your circle of who you counted as friends is going to shrink. And that means those people outside of the bounds get less empathy, get fewer resources." It also means you become more vigilant and obsessed with marking who is an insider and who is not. "You want to draw those boundaries brighter, so you don’t make any mistakes about who you want to share your resources with or who you want to trust," she says.

Brian Resnick writing in Vox

Overcoming an Aversion to Loss

Most of us don’t like losing. In fact, it’s what the academics call loss aversion. We feel the pain of loss more acutely than we feel the pleasure of gain. In other words, we may like to win, but we hate to lose.

The psychologists Daniel Kahneman and Amos Tversky showed that even something as simple as a coin toss demonstrates our aversion to loss. In a recent interviews, Mr. Kahneman shared the usual response he gets to his offer of a coin toss:

“In my classes, I say: ‘I’m going to toss a coin, and if it’s tails, you lose $10. How much would you have to gain on winning in order for this gamble to be acceptable to you?’

“People want more than $20 before it is acceptable. And now I’ve been doing the same thing with executives or very rich people, asking about tossing a coin and losing $10,000 if it’s tails. And they want $20,000 before they’ll take the gamble.”

In other words, we’re willing to leave a lot of money on the table to avoid the possibility of losing.

We see this aversion to loss play out in the lives of real people when we try to make smart money decisions, especially when it’s time to make a change to our investments. It almost doesn’t matter what change we need to make. We hesitate to change from the current situation because it means having an opinion and making a decision. And with a decision comes the very real possibility that we’ll make the wrong one. Sticking with the status quo feels much better even if we know it’s costing us money.

To get past our aversion to loss, I recommend taking the Overnight Test.

Imagine you went to bed, and overnight someone sold your losing stock and replaced it with cash. The next morning, you have a choice: You can buy back the stock for the same price, or you can take that cash and (do something else with it). What would you do?

Most people wouldn’t buy the stock back.

Just by changing your perspective (investing cash versus getting rid of the stock), you can gain clarity and have the emotional space to make the decision you know you need to make.

Sometimes, that’s all it takes. While we’ll probably never embrace loss, it’s good to know that we can find ways to work around our aversion to it when it makes sense.

Carl Richards writing in the New York Times

Fear that we are missing out on something

We overschedule our days and complain constantly about being too busy. We shop endlessly for stuff we don’t need and then feel oppressed by the clutter that surrounds us. We rarely sleep well or enough. We compare our bodies to the artificial ones we see in magazines and our lives to the exaggerated ones we see on television. We watch cooking shows and then eat fast food. We worry ourselves sick and join gyms we don’t visit. We keep up with hundreds of acquaintances but rarely see our best friends. We bombard ourselves with video clips and emails and instant messages. We even interrupt our interruptions.

And at the heart of it, for so many, is fear—fear that we are missing out on something. Wherever we are, someone somewhere is doing or seeing or eating or listening to something better.

I’m eager to escape from this way of living. And if enough of us escape, the world will be better for it.

Will Schwalbe,  Books for Living

the Mask of Guilt

The fear of repeating a wrong or a fear of repeating past failures can produce an anxiety that can be mistaken for lingering guilt. Rising to meet even the simplest of expectations can be difficult. We become angry at ourselves and guilt-ridden. The bar is so low. Why can't rise above it?  But guilt isn't the culprit. Fear wears the mask of guilt, fooling us into wearing its chains.

Stephen Goforth

stomping of the foot (before storming out of class)

I'll never forget the student who charged out of one of my first philosophy classes. The professor had challenged the student's view of religion and the young man stomped his foot, turned red, yelled, and left the room.

Why such an emotional outburst? Perhaps his beliefs were built on a weak foundation. A little rhetoric from an authority figure threatened to topple the structure. When we accept the conclusions of other people, never figuring out the "why" for ourselves, weak lay a weak foundation. Should we intentionally avoid opposing view points? It turns out we naturally steer clear of conflict.

Researchers at the University of Illinois at Urbana-Champaign found the less certain you are about what you believe, the more likely you’ll stay away from opposing viewpoints (and freak out when you run across opposing opinion). After reviewing nearly 100 studies, they came to the conclusion that people tend minimize their exposure when they are less certain and less confident in their own position. In fact, we're nearly twice as likely to completely avoid differing opinions than we are to give consideration to different ideas. For those who are close-minded the percentage jumps even higher. Three-out-of-four times the close-minded person will stick to what supports their own conclusions. Details of the study are in the Psychological Bulletin by Researchers.

Stephen Goforth

Here are the Rules

When someone gives you rules for your relationship whether explicitly or implied (“We can only talk about these subjects and not those subjects over there” or “We will only go to these places together” or “Only contact me in this particular way”) you have to decide whether this comes out of a legitimate concern to keep the relationship in a healthy place or whether it’s an attempt to control you-prompted by insecurity and fear. In other words, is this a request that you become co-conspirators in hiding from painful truths about the person making the request?

Stephen Goforth