It's All In the Belief System

There are wonderful theorists like the father of Transformational Learning – Jack Mezirow who will tell you that the belief system is the foundational element that must be fully understood before you can consider transformational growth and change. While scholars will often speak in theories, scholar-practitioners are supposed to bring the theoretical lingo into the fold of worldly activities. One of the best aspects of the distance education program at Capella University is the writing requirement each week during your coursework phase of your program. Each week you are given specific questions relating to the course curriculum that allow you as a student an opportunity to express both theory and real  world examples. It’s a great opportunity for each student to transform into a strong Critical Thinker and marry theory and practice.
A couple of years ago while reviewing client operations, I was faced with some epiphanies. Here’s the summary of those lessons that I want to share with you today:
  • People Operate from a Belief System. The rub is that not everyone understands their own belief system. And if you don’t understand your own, you will operate from a place of darkness. When you place together a person who has a strong awareness of their belief system with someone who is “lost” the outcome is destined to fail. Elements of confrontation that exist outside of the realm of positivity are ushered in, and you are forced to confront things that don’t matter. Translation – those two are on such a different page they’re not even in the same library!
  • You Must Share Your Vision and Gain Agreement. In the excitement of seeing the possibilities, I sometimes forget not everyone has seen the same vision, or is interested in the same vision. I have looked up and realized I was standing alone in the new world I envisioned. I failed to take everyone with me. That’s an important piece of the transformational journey. I forgot to gain agreement. I assumed I had agreement, but I really didn’t. At the 11th hour, I realized that we were far from eye-to-eye, and it was really a bad scene. Those assumptions are something else! And when you make them, reality feels like a “gut-punch”.
  • Right and Wrong is Out of It. This is one of my favorite phrases and somehow I forget it at times. I have been so far into my vision of “right” that I then force my thoughts to be on a “right and wrong” playing field. In the world of performance, effectiveness rules. I was forming my opinions and beliefs on what was “right” which meant anyone who contradicted me was “wrong”. This is a tough place in negotiations and it’s avoidable when you take the blinders off.
  • The Civil Rights Movement is Still Moving.The images of dogs being released on people, and hoses moving a crowd, have changed…now we see the same tactics play out in people networks and influential decisions. When we can see torches, chants, fights in the street, and cars ramming human beings – the movement for equality, civil rights, diversity and inclusion is far from over. There are a variety opinions about humanity that exist in this world in the U.S. and abroad. Without effort to close the gap, it will continue to widen and we’ll all suffer for the distance of differences.
  • Talent is not always Highly Coveted. As a performance thought leader, I am shocked by the notion that a less talented person would “get the job” over a more talented person. In my experience, I realized that talent was not always considered. Images and impressions ruled the show, and unfortunately degraded the overall program. Again, that’s not everywhere, but talent and the idea of what talent is changes from person-to-person and from organization-to-organization.
I can’t wait until we grow to a point that we can move beyond the hangups in our mind to get to the innovation and talent that will drive our world to success. We cannot accept processes that produce poor products and drive away talent.
It’s all in our belief system. Let me hear your thought.
BE AMAZING! #ShockTheWorld

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