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How Do You Know You Know What You Know?

P6141528By chance….Have you noticed that right now, intelligent people are polarized on issues? They’re holding polar opposite viewpoints? We all do. We think we’ve carefully vetted our positions and are in the right. So how much should we trust our own wisely-thought-through views?

Not much, actually, if one considers the research on how we form our viewpoints. A recent slew of books asks us to ponder this and perhaps change how we interact with those who hold opposing views.

Jonathan Haidt, in The Righteous Mind: Why Good People are Divided by Politics and Religion, guides us through the neuroscience and psychology research on how we form our opinions. And it’s humbling. Or should be. Not only do we consistently pay attention to information that reinforces what we believe, but the more intelligent we are, the better we are at spinning one-sided arguments.

In Being Wrong: Adventures in the Margin of Error, Katheryn Schulz uses both research and humor to help us understand just how wrong we can have the facts and thus how flimsy our arguments can be.

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Boundaries, Barriers, or Limiting Beliefs?

P1040304Co-active coach Cynthia Loy Darst kicked off the ICF Midwest Coaching Conference, “Breaking Boundaries,” by asking us to think about the differences between boundaries, bariers, and limiting beliefs. Here’s what my table came up with:

Boundaries that we set ourselves can be extremely healthy. For leaders, boundaries can:

  • Help us know when to say yes and when to say no
  • Create healthy workplaces for ourselves and for those we lead
  • Define our goals in purposes in ways that allow us to move forward

In contrast, barriers keep us from doing things. They can be external, whether imposed by others, by society, by circumstances, by prejudices, or by very real factors such as professional standards or our own health concerns or constraints on time or money.

Leaders need to examine barriers by asking questions such as:

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