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How Mentally Strong People Avoid Being Judgmental

How Mentally Strong People Avoid Being Judgmental

So imagine you are driving on autopilot, as we all do much of the time. Suddenly the car in front of you cuts you off quite unexpectedly. You slam your brakes and feel scared and indignant. Maybe you flash your lights or honk your horn at the other car. What’s your gut feeling about the other driver? I know my first reaction is to be judgmental and think that the driver is rude and obnoxious.

Now imagine a different situation. You’re driving on autopilot, minding your own business, and you suddenly realize you need to turn right at the next intersection. You quickly switch lanes and suddenly hear someone behind you honking their horn. You now realize that there was someone in your blind spot and you forgot to check it in the rush to switch lanes, so you cut them off pretty badly. Do you feel that you are a rude driver? The vast majority of us do not. After all, we did not deliberately cut that car off, we just failed to see the driver.

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Or let’s imagine another situation: say your friend hurt herself and you are rushing her to the emergency room. You are driving aggressively, cutting in front of others. Are you a rude driver? Not generally. You’re merely doing the right thing for the situation.

So why do we give ourselves a pass, while being judgmental about others? Why does our gut always make us out to be the good guys, and other people bad guys?

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Clearly, there is a disconnect between our gut reaction and reality here. It turns out that this pattern is not a coincidence. Basically, our immediate gut reaction attributes the behavior of others to their personality and not to the situation in which the behavior occurs. The scientific name for this type of error in thinking and feeling is called the fundamental attribution error, also called the correspondence bias.

So if we see someone behaving rudely, we immediately and intuitively feel that this person is rude. We don’t automatically stop to consider whether an unusual situation may cause someone to act this way. With the driver example, maybe the person who cut you off did not see you. Or maybe they were driving their friend to the emergency room. But that’s not what our automatic reaction tells us. On the other hand, we attribute our own behavior to the situation, and not our personality. Much of the time, we feel like we have valid explanations for our actions.

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Learning about the fundamental attribution error helped me quite a bit. I became less judgmental about others. I realized that the people around me were not nearly as bad as my gut feelings immediately and intuitively assumed. This decreased my stress levels, and I gained more peace and calm. Moreover, I realized that my intuitive self-evaluation is excessively positive and that in reality, I am not as much of a good guy as my gut reaction tells me I am. Additionally, I realized that those around me who are unaware of this thinking and feeling error are more judgmental of me than my intuition suggested. So I am striving to be more mindful and thoughtful about the impression I make on others.

The fundamental attribution error is one of many problems in our natural thinking and feeling patterns. It is certainly very helpful to learn about all of these errors, but it’s hard to focus on avoiding all of them in our daily life. A more effective strategy for evaluating reality more intentionally is to have more clarity and thus gain greater agency is known as “map and territory.” This strategy involves recognizing the difference between the mental map of the world that we have in our heads and the reality of the actual world as it exists—the territory.

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For myself, internalizing this concept has not been easy. It’s been painful to realize that my understanding of the world is by definition never perfect, as my map will never match the territory. At the same time, this realization was strangely freeing. It made me recognize that no one is perfect, and that I do not have to strive for perfection in my view of the world. Instead, what would most benefit me is to try to refine my map to make it more accurate. This more intentional approach made me more willing to admit to myself that though I intuitively and emotionally feel something is right, I may be mistaken.

At the same time, the concept of map and territory makes me really optimistic, because it provides a constant opportunity to learn and improve my assessment of the situation. Others to whom I taught this concept in videotaped workshops also benefited from learning about both the fundamental attribution error and the idea of map and territory. One workshop participant wrote in an anonymous feedback form: “with relation to the fundamental attribution error, it can give me a chance to keep a more open mind. Which will help me to relate to others more, and view a different view of the ‘map’ in my head.”

Now, what are the strategies for most effectively learning this information, and internalizing the behaviors and mental patterns that can help you succeed? Well, educational psychology research illustrates that engaging with this information actively, personalizing it to your life, linking it to your goals, and deciding on a plan and specific next steps you will take are the best practices for this purpose. So take the time to answer the questions below to gain long-lasting benefit from reading this article:

  • What do you think of the concept of map and territory?
  • How can it be used to address the fundamental attribution error?
  • Where can the notion of map and territory help you in your life?
  • What challenges might arise in applying this concept, and how can these challenges be addressed?
  • What plan can you make and what specific steps can you take to internalize these strategies?

Featured photo credit: Avoiding judgmnet via flickr.com

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Dr. Gleb Tsipursky

President and Co-Founder at Intentional Insights; Disaster Avoidance Consultant

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Last Updated on March 14, 2019

7 Questions to Ask in a Job Interview That Will Impress the Interviewer

7 Questions to Ask in a Job Interview That Will Impress the Interviewer

Recruiters might hold thousands of interviews in their careers and a lot of them are reporting the same thing—that most candidates play it safe with the questions they ask, or have no questions to ask in a job interview at all.

For job applicants, this approach is crazy! This is a job that you’re going to dedicate a lot of hours to and that might have a huge impact on your future career. Don’t throw away the chance to figure out if the position is perfect for you.

Here are 7 killer questions to ask in a job interview that will both impress your counterpart and give you some really useful insights into whether this job will be a dream … or a nightmare.

1. What are some challenges I might come up against this role?

A lesser candidate might ask, “what does a typical day look like in this role?” While this is a perfectly reasonable question to ask in an interview, focusing on potential challenges takes you much further because it indicates that you already are visualizing yourself in the role.

It’s impressive because it shows that you are not afraid of challenges, and you are prepared to strategize a game plan upfront to make sure you succeed if you get the job.

It can also open up a conversation about how you’ve solved problems in the past which can be a reassuring exercise for both you and the hiring manager.

How it helps you:

If you ask the interviewer to describe a typical day, you may get a vibrant picture of all the lovely things you’ll get to do in this job and all the lovely people you’ll get to do them with.

Asking about potential roadblocks means you hear the other side of the story—dysfunctional teams, internal politics, difficult clients, bootstrap budgets and so on. This can help you decide if you’re up for the challenge or whether, for the sake of your sanity, you should respectfully decline the job offer.

2. What are the qualities of really successful people in this role?

Employers don’t want to hire someone who goes through the motions; they want to hire someone who will excel.

Asking this question shows that you care about success, too. How could they not hire you with a dragon-slayer attitude like that?

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How it helps you:

Interviewers hire people who are great people to work with, but the definition of “great people” differs from person to person.

Does this company hire and promote people with a specific attitude, approach, worth ethic or communication style? Are the most successful people in this role strong extroverts who love to talk and socialize when you are studious and reserved? Does the company reward those who work insane hours when you’re happiest in a more relaxed environment?

If so, then this may not be the right match for you.

Whatever the answer is, you can decide whether you have what it takes for the manager to be happy with your performance in this role. And if the interviewer has no idea what success looks like for this position, this is a sign to proceed with extreme caution.

3. From the research I did on your company, I noticed the culture really supports XYZ. Can you tell me more about that element of the culture and how it impacts this job role?

Of course, you could just ask “what is the culture like here? ” but then you would miss a great opportunity to show that you’ve done your research!

Interviewers give BIG bonus point to those who read up and pay attention, and you’ve just pointed out that (a) you’re diligent in your research (b) you care about the company culture and (c) you’re committed to finding a great cultural fit.

How it helps you:

This question is so useful because it lets you pick an element of the culture that you really care about and that will have the most impact on whether you are happy with the organization.

For example, if training and development is important to you, then you need to know what’s on offer so you don’t end up in a dead-end job with no learning opportunities.

Companies often talk a good talk, and their press releases may be full of shiny CSR initiatives and all the headline-grabbing diversity programs they’re putting in place. This is your opportunity to look under the hood and see if the company lives its values on the ground.

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A company that says it is committed to doing the right thing by customers should not judge success by the number of up-sells an employee makes, for instance. Look for consistency, so you aren’t in for a culture shock after you start.

4. What is the promotion path for this role, and how would my performance on that path be measured?

To be clear, you are not asking when you will get promoted. Don’t go there—it’s presumptuous, and it indicates that you think you are better than the role you have applied for.

A career-minded candidate, on the other hand, usually has a plan that she’s working towards. This question shows you have a great drive toward growth and advancement and an intention to stick with the company beyond your current state.

How it helps you:

One word: hierarchy.

All organizations have levels of work and authority—executives, upper managers, line managers, the workforce, and so on. Understanding the hierarchical structure gives you power, because you can decide if you can work within it and are capable of climbing through its ranks, or whether it will be endlessly frustrating to you.

In a traditional pyramid hierarchy, for example, the people at the bottom tend to have very little autonomy to make decisions. This gets better as you rise up through the pyramid, but even middle managers have little power to create policy; they are more concerned with enforcing the rules the top leaders make.

If having a high degree of autonomy and accountability is important to you, you may do better in a flat hierarchy where work teams can design their own way of achieving the corporate goals.

5. What’s the most important thing the successful candidate could accomplish in their first 3 months/6 months/year?

Of all the questions to ask in a job interview, this one is impressive because it shows that you identify with and want to be a successful performer, and not just an average one.

Here, you’re drilling down into what the company needs, and needs quite urgently, proving that you’re all about adding value to the organization and not just about what’s in it for you.

How it helps you:

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Most job descriptions come with 8, 10 or 12 different job responsibilities and a lot of them with be boilerplate or responsibilities that someone in HR thinks are associated with this role. This question gives you a better sense of which responsibilities are the most important—and they may not be what initially attracted you to the role.

If you like the idea of training juniors, for example, but success is judged purely on your sales figures, then is this really the job you thought you were applying for?

This question will also give you an idea of what kind of learning curve you’re expected to have and whether you’ll get any ramp-up time before getting down to business. If you’re the type of person who likes to jump right in and get things done, for instance, you may not be thrilled to hear that you’re going to spend the first three months shadowing a peer.

6. What do you like about working here?

This simple question is all about building rapport with the interviewer. People like to talk about themselves, and the interviewer will be flattered that you’re interested in her opinions.

Hopefully, you’ll find some great connection points that the two of you share. What similar things drive you head into the office each day? How will you fit into the culture?

How it helps you:

You can learn a lot from this question. Someone who genuinely enjoys his job will be able to list several things they like, and their answers will sound passionate and sincere. If not….well, you might consider that a red flag.

Since you potentially can learn a lot about the company culture from this question, it’s a good idea to figure out upfront what’s important to you. Maybe you’re looking for a hands-off boss who values independent thought and creativity? Maybe you work better in environments that move at a rapid, exciting pace?

Whatever’s important to you, listen carefully and see if you can find any common ground.

7. Based on this interview, do you have any questions or concerns about my qualifications for the role?

What a great closing question to ask in a job interview! It shows that you’re not afraid of feedback—in fact, you are inviting it. Not being able to take criticism is a red flag for employers, who need to know that you’ll act on any “coaching moments” with a good heart.

As a bonus, asking this question shows that you are really interested in the position and wish to clear up anything that may be holding the company back from hiring you.

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How it helps you:

What a devious beast this question is! On the surface, it looks straightforward, but it’s actually giving you four key pieces of information.

First, is the manager capable of giving you feedback when put on the spot like this? Some managers are scared of giving feedback, or don’t think it’s important enough to bother outside of a formal performance appraisal. Do you want to work for a boss like that? How will you improve if no one is telling you what you did wrong?

Second, can the manager give feedback in a constructive way without being too pillowy or too confrontational? It’s unfair to expect the interviewer to have figured out your preferred way of receiving feedback in the space of an interview, but if she come back with a machine-gun fire of shortcomings or one of those corporate feedback “sandwiches” (the doozy slipped between two slices of compliment), then you need to ask yourself, can you work with someone who gives feedback like that?

Third, you get to learn the things the hiring manager is concerned about before you leave the interview. This gives you the chance to make a final, tailored sales pitch so you can convince the interviewer that she should not be worried about those things.

Fourth, you get to learn the things the hiring manager is concerned about period. If turnover is keeping him up at night, then your frequent job hopping might get a lot of additional scrutiny. If he’s facing some issues with conflict or communication, then he might raise concerns regarding your performance in this area.

Listen carefully: the concerns that are being raised about you might actually be a proxy for problems in the wider organization.

Making Your Interview Work for You

Interviews are a two-way street. While it is important to differentiate yourself from every other candidate, understand that convincing the interviewer you’re the right person for the role goes hand-in-hand with figuring out if the job is the right fit for you.

Would you feel happy in a work environment where the people, priorities, culture and management style were completely at odds with the way you work? Didn’t think so!

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Featured photo credit: Amy Hirschi via unsplash.com

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