All a question of technology
"The belief that one's own point of view is the only reality is the most dangerous of delusions," said Watzlawick. For example, anyone who believes that the colleague who "crosses the bullet" has "a wheel off" inevitably goes into escalation (or resignation). Anyone who thinks that the colleague only needs an outlet for his exuberant creativity (self-expression, innovation, drive ...) gives him his Five Minutes of Fame - and then the meeting continues; undisturbed, efficient and fast.
"What? He does not bother? He just wants to pay attention to his crazy ideas? ", Participants often ask in trainings on the (self) management technique of change of perspective:" How do you get into that? "Good question. If you are stuck in your own mind and feeling groove - how do you get to a new perspective? Or, as the train driver said, when he hit the siding at 180 km / h, "If a switch does not come soon, it'll crack."
"Oh, he just wanted attention? Then we would not have had to fight 20 minutes. Why did not I come to that sooner? "That is what I often hear during training and coaching. Simple answer: Because this ex-ante new view, which is usually only obtained ex-post, is almost never sought. We argue involuntarily before we arbitrarily ask the question: quarrels are one perspective - what would be different? Many perspective techniques help in answering this question. Consider two of the most pragmatic.
When it comes to difficult tasks, big challenges, setbacks and crises, we often say or think, "I just can not!" So we give up or continue only half-heartedly. Especially in coaching, a change of perspective has proven that only requires a single word: nor.
Tell yourself or the depressed, "I can not do that yet. We can not do that yet. "This is not a word, but a whole perspective: Those who can not, assume immutability and lack of character. Those who can not yet, assume a timeline, a process, more precisely an ongoing improvement process. Related to this is the change of perspective: "Mistake? We do not make mistakes. We collect information about how not to do it. "
The Opportunity Technique
The budget is all, the customer makes additional demands, the supervisor says: "But this must be done by Friday." No chance! Fact? No: perspective. I just see it that way. The chances technique has two variants. Variant A asks: "I only see problems everywhere! What chances do I overlook? Where could they be hidden? "Variant B asks:" Okay, after careful consideration, we have to accept this defeat. What is the chance in this defeat? "Or as the Americans say: The Blessing in Disguise, a hidden blessing.
The project team in the present case realized: "At least we are strengthening our competence in crisis management! Who knows what it is still good for? "Incidentally, the latter is also a nice reframe, a reassessment of a situation, a change of perspective. Not far away is the perspective variant "The good in the bad": "Even if 99 percent are bad - what is that a good percent?"
Practice creates masters
All the tried and tested techniques for changing perspectives light up immediately and are played by the blade. However, the central prerequisite is: like all highly effective techniques, they need some practice.
Any novice driver can drive a Polo, while Nico Rosberg's Formula 1 bullet requires driver training. After completed training (do-it-yourself, in the group, in the seminar, in coaching ...), however, they are great fun. So let's take a look at some of these techniques that allow a completely new view of things.
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