How can we improve our mental accuracy

The mental lid

The technical type of analysis of behavioral patterns, only briefly indicated here, could open up additional perspectives and intervention options for coaching. In the example above, the question is through which interventions the "mental lid" could be set in motion upwards.

The assumption that many consultants often encounter is that they will undertake the urgently needed further development through training, seminars, etc. and thus, so to speak, open up further layers above the current cover and make them workable. Easier said than done. Here is an example from the 1970s:

The "Electronics" development department of an engineering office does not even come close to producing the expected results and also suffers from a poisoned working atmosphere. Nothing is going right. Jochen, the head of this department, harasses his employees and blames them for his own mistakes. His behavior has long since become a problem that continues to worsen. More precisely: Technically weak and socially incompetent. A mistake all along the line.

At that time, the values ​​of the "68" applied in this company: The management firmly believed that it was not the person concerned that was inadequate, but that it was the fault of the adverse environment in its previous development that had led to such problems. The company's management has been tormenting him for years because of his "over-social" attitude and excessive consideration. One admonishes him, tries to balance, nothing works.

His employees are stressed, mentally exhausted and get sick in rows. But there is a hint of hope in the form of a "method" that was new at the time. In the very last resort, you can send him to an advanced and management seminar in Switzerland for a lot of money. So far, so good - they thought. Back from the training, his boss asks him what he has taken away from the seminar. The newly trained looks at him disapprovingly and in turn asks whether he, his boss, has already taken part in such a seminar?

"No, why should I?" He asks innocently. The answer: "Then you are not an adequate conversation partner for me", Jochen states from above. Not a trace of self-criticism or insight. Obviously, in his course it was not possible to develop higher levels of thinking in him. He had only taken with him from the seminar what had exacerbated his already low-lying mental lid and thus his inability and arrogance.

This impressive incident led, although it should be pointed out that problems can only be personalized in individual cases, at least in the case of company management, in overcoming all social gut feelings, to replace it as quickly as possible. As a result, there was an incredible boom in the department.

What do we learn from it? It is a demanding undertaking to make a mental lid that has solidified over the years permeable to higher levels of thinking, on which professional, strategic and long-term thinking can then thrive.

A diffuse, universally evoked "eye level" can at best be a sign of respectful interaction with one another, but not the real standard. No, it is about the "lid height" to which you have to adjust. Too high demands on unused thinking levels above the lid do not generate any resonance there, they are not understood. You can not get over the lid and further aggravate the situation. Too little intervention strength only addresses levels below the lid and solidifies it instead of lifting it.