Productivity busters can happen in the office from a point of view of misaligned perceptions. Varying perceptions of reality can hinder productivity because one may have a disjointed view of the set objective given by management at the front lines. These differing views, different work cultures, timeline variations, emotional accountability day-to-day, prioritization, and unclear accountability allocations can lead to conflicts amongst coworkers and toxicity in the office space. Though all these factors will eventually lead to lessened productivity, this piece focuses on the altered view of the nature of reality that overall affects productivity.
To have a clear picture of the set objective, one needs to be on the same plane as others. One can, in fact, take a different path to reach the final result or conclusion. The goal for all should be the same. In painting the picture, ideas and focal points can be lost in translation. One person sees the overall picture and the other, not.
I once had a project to write a book about the service tenets of acolytes serving at the church altar. As head server, I thought it was a good way to keep historical preservation of the clergy practices at mass. Feeling emboldened and excited about my project and giving it an acronym, ‘Renaissance,’ I felt I had complete buy-in. I had an enthusiastic server who bought in right away. I thought the project would involve interviews with priests and seeking advice from the church elders to build a complete picture of the true reality of serving at the altar for our current acolytes and future ones. I saw a book, hardcover, that was of historical preservation of the art of serving; what I got overall was a pamphlet, and most seemed satisfied with their many hours of hard work producing such. It was clear that my end picture and goal were not perceived the same way, and many hours had passed dedicating time to the task.
The saying of taking a 6 for a 9 in psychology (a field I am slowly taking more and more seriously than I ever thought I could as a physicist) seems ever more relevant when applied to our perceptions, as both configurations can coexist. Naïve realism is indeed responsible for the misunderstandings that can arise. These misunderstandings are endless amongst any group of people and are responsible for many cognitive biases. Cognitive bias can lead to inaccurate judgments, distortion, and illogical interpretation. This is not to say that through many systematic errors, there is not a probability that some perceptions are right and others wrong, as science to date has an incomplete picture of reality. Perceptions based on our reality are as undefined as reality itself.
When misaligned perceptions occur, people can spend hours reworking an idea that was falsely perceived, and much valuable time can be lost and with it money. This drastically decreases productivity. How do we overcome this to produce anything at all? It is an acceptance of the incompleteness, a casual perception of reality. Our reality and what we can perceive cannot be taken as a full understanding or picture. We even see different things while looking at the same object. So how does this scientific observation relate to everyday business life? It does because we are normally painting a frame of some goal we wish to achieve in our physical world. We are trying to reach some goal, a goal bounded by the physical laws for its existence out of our dream world and into a reality. An existence we are painting a picture to our colleagues, we are all bound to the rules of limited perceptions. Given all scenarios, there lies an objective that can be achieved if we resort to rational thinking, where we accept that our perceptions can be entirely different or incomplete, and that the goal painted in front of us can be at odds with what is actually possible.
Nassim Taleb would have written on the rationality of rational thinking citing researchers and scientists on the matter. Your revealed preferences become apparent. Can we safely say that there is no overall better perception than the other and that all perceptions are flawed? Nassim Taleb focuses on rational thought as a tie directly to the act of survival. Survival can be key to the origin of the conflicting perceptions we form.
“Rationality does not depend on explicit verbalistic explanatory factors; it is only what aids survival, what avoids ruin,” Nassim Taleb. When you make a decision that results in an action, an action overall that leads to one's survival, then it can be said to be rational. Showing paths of equitable survival for both parties can be a way to find an amicable viewpoint to finally reach the ‘balcony’ as William Ury talks about as a space to reach a bystander view, in my opinion, to see all the aspects happening in the disagreement and the overall objective one is trying to reach.
Overcoming different perceptions for better collaborations can lead to progress. Productivity can increase with employees achieving tasks in shorter timelines, given clear objectives and ways of seeking a space of survival for both parties to coexist in the space. Perceptions that are cohesive and disruptive allow for a more creative space within the office environment, and embracing conflicts from a stance of finding survival for all parties allows continuation to happen. Projects finish, though they can be subjected to the claws of procrastination, still an emerging sense of productivity seems ever wrought when the thoughts of perception are overcome to be attainable hills one can climb.
Accepting that this is innate to our experience, where misaligned perceptions are merely natural. Yet we can still seek to paint clear pictures for our audience to save time on reaching set objectives. It is rational to conclude that all persons will perceive things in their own way, and unbother oneself on the path chosen to reach an end goal, once the goal is reached. It is wise to remember that goal achievement is different for everyone, and forging all these complex networks of activities into one solid end goal is the overall activity of the manager. It is wrought to wrangle all persons from their individual paths to align themselves onto one path for efficient productivity to achieve a goal; instead, set clear, well-defined objectives individually. This can result in saving time formed from cognitive biases. Focus on the beauty of discovery instead of solely the end goal.
While misaligned perceptions are inevitable, their impact doesn't have to be a productivity killer. By embracing the reality of different viewpoints, focusing on clear communication, and fostering an environment of "healthy conflict" and "psychological safety," we can transform these challenges into opportunities. Imagine a workplace where diverse perspectives are valued, leading to richer solutions and a more productive, harmonious environment. That's the sweet spot where perception and productivity dance in perfect rhythm.
In his work, Perception, Physics, and Reality, C. D. Broad delves into the limitations of our perceptions and the assumptions underlying our understanding of reality. He critiques naïve realism, pointing out that our perceptions are often influenced by various factors and may not accurately represent the true nature of objects. This is why there can be such endless cognitive biases. Broad's exploration of the causal theory of perception and phenomenalism further underscores the idea that what we perceive is a result of complex interactions rather than a direct apprehension of reality.
We are perceiving the world either from what we hear or see through many filters, such as communication styles, societal influences, cultural backgrounds, and more. Yet we function in this chaotic world, producing many useful things without any knowledge of the underlying truths that govern us subconsciously. Many of our conclusions are tentative and based on incomplete information about our world. This aligns with the notion that within physics, and more broadly in our pursuit of knowledge, we do not yet have a comprehensive understanding of reality, from the origins of the universe to the intricacies of the human mind.
As Broad suggests, our understanding of reality is provisional and ever-evolving, which should encourage us to remain open-minded and collaborative. In embracing these principles, we not only address the immediate challenges posed by differing perceptions but also create a culture where such diversity is seen as an asset. We are outlining a reality of what we wish for, but our individual paths can lead to an even more enhanced result where achievement is organic and no time lost. This approach leads to richer solutions and a more cohesive, disruptive, and dynamic work environment. The intersection of perception and productivity thus becomes a fertile ground for growth and innovation, where the continuous exchange of ideas propels us towards a deeper understanding and more effective outcomes.
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