Why:
High quality conversation is the foundation of innovation and creativity. Since we all tend to trip on our unconscious
assumptions now and then, we can improve the conversations in the organization by revealing those assumptions.

Objective:
To expose your assumptions and beliefs constructively.

How:
1.Select information to pay attention to from the billions of bits of data we are exposed to.
In this crucial first step, we unconsciously choose what to filter out of what we observe. It’s impossible for any of us to pay attention to all of the billions of bits of data in any given experience. The problem is twofold. First, that we are unconscious of the filtering. Second, that we filter in things that confirm what we already “know” to be true and filter out things that might give us a different perspective.

Becoming aware of the filtering is our first task.

2.Decide what that data means.
The second step in our unconscious thought process is to assign meaning to the filtered data. Too often, we do this based on our fears. This gives the data a skewed meaning.

By simply considering that the same data might have multiple meanings, we take the first step in reclaiming our own thoughts.

3.Attach labels (often unflattering ones) to ourselves or others based on that meaning.
Next, we use these meanings based on fear to “name the problem.” This may mean that we decide “she doesn’t care” or that “he is a hothead.”

4.React based on those labels.
Last, but certainly not least, we act on our definition or label of the problem. We raise our eyebrows, withhold our ideas, shout profanities, smile when we feel like frowning, and a myriad of other reactions.

By the time the Rat Brain has gotten this far, we’re well away from “what actually happened.” You can use this model to begin to see your assumptions and beliefs. Once you see them, you can take back some control over your reactions.

To learn more:
Get “The Trouble With Thinking” by Lauren Powers. (Available from Amazon and other online retailers.)