Innovation trap Perfectionism: Boomerang effect due to overstraining



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The problem of people who want to be perfect at any cost is that they are completely overburdened. Reason: your pursuit of perfection and the convulsive effort to avoid mistakes at all costs.

Innovation trap perfectionism: boomerang effect by overstraining coaching2

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distress

Overview

Because no one can always give 110% and most people also know that. In doing so, however, they are advancing from the outset, because they are at least unconsciously completely clear that they can not actually solve the problem; the fear of failure is then greater than the will to succeed.

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The problem is that when you feel overwhelmed and become the driving force behind your own actions, negative distress is created. This occurs whenever one knows no way out because the human brain does not provide a solution mechanism for this problem because of the lack of experience.

What the research says

Overview

In contrast to the Eustress we do not experience flow in such situations, but often feel helpless and abandoned.

Swiss researchers have found that this distress even clouds our memory. Cortisol is released from the adrenal cortex to protect the body from overexertion. Among other things, it blocks the memory, leads to a high blood sugar level and an acidification of the blood and a weakening of the thyroid function. Therefore, in particularly stressful situations, clear thinking becomes increasingly impossible.

To think clearly becomes more difficult

Overview

This makes it less and less clear to think clearly, but turns much more meticulously in the hamster wheel, blocks itself and overlooks the zeal of the battle, that in many situations would also simpler ways.

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One would only have to do it to the thing something looser, instead of falling into blind actionism.

Decisions

Overview

But many perfectionists run the risk of thinking about a thing for a long time, literally puzzling a decision and getting into it in fears and worries that eventually they are no longer able to act.

An experimental study conducted by psychologists Neil J. Roese and JR Kuban at the University of Illinois shows that the longer one ponders, the more the brain has to work hard, and the more difficult it becomes to find a solution to the problem.

When decisiveness matters ...

Overview

This is just as disadvantageous, where it in the professional life on decision-making and leadership arrives. And it becomes a real problem if it means that important work is repeatedly postponed or neglected. Or when actions headless and panicky instead of thoughtful and quiet take place.

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Perfectionism is considered a cardinal virtue, but is anything but good for the career. Apart from the fact that you can drive the individual into a dangerous vicious circle, which often leads to burnout, Perfections delusion even hinders career advancement.

Respect please!

Overview

Surprisingly, perfectionism does not get along well with superiors. Because they are happy about the diligent work-bees, who do all the work immediately, but at the same time have no respect for them.

A study by the RespectResearchGroup (RSG) at the University of Hamburg, shows why this is so: people simply have certain ideas about how competent and respectable people should be: namely, among others, trustworthy, reliable and fair.

Perfection does not work, of course

Overview

A perfectionist unfortunately sends quite different signals to his boss: instead of sovereignly to score through his competences, he shows with his effort to do everything right and make it right for everyone that he is not convinced by himself. Why should the boss trust his abilities?

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And despite all efforts, such people are not really reliable, because the shot goes backwards: Anyone who constantly takes over all the work of colleagues and supervisors for fear of negative reactions, soon has a problem, all the accumulated work for reasons of time take care of.

... and not sovereign

Overview

Important tasks are then pushed further and further or not finished. This is not very productive:

The economist Winfried Panse, Professor at the Cologne University of Applied Sciences even calculated that anxiety-controlled employees provide at least 20 percent less performance.

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