Advertising
Advertising

Communication, Thought, and Time

Communication, Thought, and Time

Over at Slow Leadership, this week has been all about using your time. I don’t set out to give each week’s postings a single theme, but sometimes it happens that way.

It began with considering the relationship between time, action and thought in a posting I called Taking Your Time. Some people claim that jumping into actions and decisions without stopping to think is the right thing to do. They want you to put your trust in intuition: a vaguely-defined process below the level of consciousness that is somehow more accurate and powerful than thought or reasoning. I guess Freud started it, with his ideas of an unconscious mind, but even he never suggested such a process is better or more accurate than reasoning or logic. That’s believing in magic.

Advertising

Science has shown that human beings typically have a limited taste for the workings of chance and randomness. The human mind tries to reject the idea that things happen for no reason—by chance—and tries instead to discover, or invent, a cause to explain each observed effect. People point to cases when blind intuition (not the kind from informed experience based on long years of study and practice) seemed to work and ignore all the cases when it did not. Anecdotal evidence is always partial: it claims support for what is already believed, skips over any contrary evidence, and ignores the equally likely possibility that the times when intuition came up with the goods were due to nothing but chance.

If taking time to think is more likely to produce a sound basis for action than putting your faith in magical intuition, relying on evidence and proof is clearly a better basis for knowledge than emotions. That brought me back to one of my favorite thinkers, Bertrand Russell, and a post called Those Much-ignored Essentials: Time, Thought, and Proof. In today’s rushed, stressed, and pressured working environment, it’s easy to mistake emotional statements for rational arguments. The media, relying on sound-bites and 30-second news stories, rates anything that hits home hard and fast, however irrational, so we’re all coming to place far too much reliance on emotional “arguments” (which are no arguments at all, since emotional claims allow for no alternatives). It’s unfashionable, even heretical, to decline to accept “human interest” in place of hard news, or point out how much sentimentality there is in conventional beliefs about good and evil, but I do it just the same.

Advertising

Back to time and the necessity to slow down. I ended the week thinking about communication. If organizations stopped believing that improving communication skills is a panacea for every problem in the workplace, tens of thousands of consultants and trainers would be out of work overnight. In writing Taking Time Out to Listen, I didn’t quite go that far, but I did suggest that haste, pressure, superficiality, and anxiety—all aspects of today’s business environment that undermine the capacity to pay attention—might have more to do with problems of communication than any lack of skill.

The natural process of “tuning out” topics, values, and motivations you don’t care about is given a massive boost by pressure and lack of time, creating blind spots in your perception. As a result, much of what is being “broadcast” by others is filtered out before it even reaches your consciousness. We’re back to intuition and instant responses. If a topic doesn’t grab your distracted attention right away, it’s thrown in the mental wastebasket unread and unheard. And that’s a great way to miss things that later turn out to be important.

Advertising

The antidote is cultivating a greater willingness to open your mind and senses to unfamiliar topics, including those currently assumed to have little or no value. That takes time and attention. And so we return to the need for time: time to listen carefully, develop an open-minded and broad-based view of the world, and come to decisions through thought and reflection, not magical beliefs in the power of intuition.

Related posts:

Advertising

Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his posts most days at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership.

More by this author

How to Plan Your Life Goals and Actually Achieve Them in 7 Simple Steps 6 Simple Steps to Make Progress Towards Achieving Goals Seven Budget-Friendly Things to do in San Juan, Puerto Rico 6 Easy Ways to Treat Yourself A Random List of Unique Gifts

Trending in Uncategorized

1Book summary: A Technique for Producing Ideas 2Book Summary: The Power of Habit in 2 Minutes 31 Minute Book Summary: 59 Seconds 42 Minutes Book Summary: Thinking Fast and Slow 51 Minute Book Summary: Always Hungry?

Read Next

Advertising
Advertising

Last Updated on August 15, 2018

Book summary: A Technique for Producing Ideas

Book summary: A Technique for Producing Ideas

Kirby Ferguson has written a summary for the book A Technique for Producing Ideas. Generating good idea is a fine art, if you have mastered it you will be successful in many fields. The author of the book, James Young, describes five steps on a technique of combining old elements together:

  • Gather new material, both specific and general.
  • The Mental Digestive Process
  • Drop it
  • Poof, the idea appears
  • Work it

Kirby also brought out his own thoughts – drop down every ideas you have in mind – You mind is not always as good as paper and sometimes it only stays for a short period of time. After you’ve dropped your ideas into your notepad, you will also have extra chances of linking and modifying your ideas together.

Advertising

Book summary: A Technique for Producing Ideas – [Goodie Bag]

Advertising

Advertising

Read Next