Going back to a certain moment in your life, when someone pointed out some negative news about you or your organization, you couldn’t believe it. It can be a behavior or a culture.
Have you ever thought about that moment? OK.
Now, why do you think you can’t believe it?
It is very likely that you cannot accept it because you don’t like its evaluation of you. You may not be able to separate this negative behavior or culture from what you think of yourself. You may think that this behavior is fixed, rather than within a range. When you do, you tend to project more and overcompensate so that you don’t become the person you are afraid of becoming real. The range you fail to pass is what I call the cognitive acceptance range. This happens to individuals and organizations. It creates systems, rules and regulations that we accept.
Realizing that the problem is one thing, accepting it is another Yes one question. Your acceptance determines the degree of change you will implement in yourself and/or your organization.
In my work as a consultant, speaker, writer, and professor, I work in three environments that have a significant impact on human behavior: the workplace, academia, and the media. I say this because most of our lives are either doing some kind of work or receiving some kind of education. If you are not educated in a certain academic institution, it is probably through various forms of media. All of this affects how we view the world and ourselves-in essence, our worldview and self-esteem. All of this makes us more reflective rather than reactive, and what we respond to is usually the accepted truth rather than the actual truth.
What is the difference between recognized truth and living truth?
Recognized truths are truths that you will not question because they are widely accepted, while realistic truths are truths based on your life experience. When real-life truth threatens to expose the accepted truth, conflicts occur. Obviously, there is a certain degree of difference here, because everyone’s life experience will be different. However, many things can be true at the same time. When we do not accept this, problems arise.
Likewise, your acceptance determines the degree of change you will implement within yourself and/or your organization.
Let me illustrate this with an example. In many environments, it is an accepted fact that we live in a post-racial society, so systemic racism does not exist. The fact that runs counter to this accepted fact is that opportunities for promotion are limited, because appearing as a member of certain groups is considered unprofessional or unconventional.
This is another example. The accepted truth: If we go to the same school, we have the same chance of success. The living truth: The courses taught in my school did not allow me to see the success of people who look like me, so I am an exception. In fact, there are many people like me who need to be highlighted in our courses.
The need to retain these accepted truths without reflection is a form of self-protection by the privileged at the expense of the growth of the marginalized. Some of you may think this is common sense, but common sense is not common because critical thinking is not common. But how is it possible when critical thinking itself is not accepted? Remember, we live in a more reactive world, not a reflective world.
So, what do we need to do to spread more fairness, inclusiveness and self-realization?
Know your biases, triggers and values, or your BTV.Where to investigate your prejudices all The truths you accept come from and reflect on why you believe them. For triggers, please reflect on your physical and mental responses to words and situations. Record them. For your values, determine your five core values and make sure you do something every day to fill each of your value cups. This is in terms of spectrum awareness. As you can see, it involves a lot of listening—listening to yourself.
The acceptance aspect of the scope also involves a lot of listening, listening to your environment and what others are telling you. Whenever you hear something about yourself or your organization, invite a conversation and seek to understand the source of the assertion. But don’t stop there. Accept that this is the real life of one or more people who tell you this, and accept that you play a role in this real life.
Some truths in real life may never be accepted by some people, and some accepted truths may never become the real lives of some people. But this does not mean that change will not happen. If an employee’s natural hair grows in the way that you consider an unprofessional CEO, and you belittle that person, then the professionalism you accept is in direct contrast to the employee’s true self. If you have a bunch of such rules, and then add privileges and power dynamics, you will create a toxic culture, norms, and standards.
Let’s take a look at what happened on July 11, 2021.England Football Team lost After arriving in the Italian football team, three highly qualified black players missed their penalty kicks. Many British fans attacked blacks on the street, and the black players who missed the penalty were the victims of online abuse. What do you think is the truth recognized by these racists? How many of these people realize that they are racists, and how many accept that they are racists? In fact, there are many factors that cause losses, but this level of acceptance means that they need to solve their unwillingness or denial of themselves.
Acknowledge and resist the urge to defend, and you will realize that although you may be part of the problem, you are likely to be part of the solution, because awareness plus action equals change-and awareness plus acceptance equals behavior and cultural change.
