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It's not hard evidence that gives us our sense of certainty. Its the feedback of our peers that guides us to tell right from wrong.
We all have beliefs we feel passionate about. Perhaps it is that all animals deserve to be treated with compassion and respect. When someone forces us to act against our beliefs, we will feel our emotions rise. It is because our beliefs are deeply intertwined with our feelings. When our beliefs are threatened, we feel compelled to defend it.
A culture bubble normalizes the good and bad of your company culture and slowly alter your perception. Your judgment ceases to be as sharp, and you stop asking questions. You may downplay its strengths and tolerate outdated or dysfunctional behaviors.
The longer people belong to a team, the more prone they are to getting trapped inside that culture. You may compete with your colleagues instead of other companies. After a while, it starts to feel normal. You may play it safe. After some time, it feels normal.
Unwritten rules are never formally agreed on. They emerge when we face a problem together and find a solution that gets the job done. Everyone shares the unwritten agreement and expects everyone to comply.
The unwritten rules become more powerful when the reason they came into use in the first place is no longer valid. Without hard evidence that what we are doing makes logical sense, we are forced to make things up.
Habituation occurs when you grow accustomed to stimuli that happen repeatedly. The loud fridge, but you will later become used to it. People always being late for meetings can make you angry at first, but later on, you are not bothered by it.
Habituation has nothing to do with common sense or approval. We become habituated because "that is the way things work around here."
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Psychology, which was largely developed in North American and Europe, has largely been able to understand human behavior and mental processes.
As our knowledge of different cultures and thou...
Normally, studies conducted to understand human behavior have participants representing the wider human population, which may be true in a certain geography but isn't accurate when we take into account other cultures and demographics.
More than 90% of the participants in psychological studies originate from countries that are Western, Educated, Industrialized, Rich and Democratic (W.E.I.R.D) which is neither a random sample nor a real representation of the human population.
People across the world have different ways of describing themselves, different mental associations and thinking styles, possessing radically diverse motivations, upbringing, and social relationships.
What may be categorized as a mental illness in a certain part of the world may be normal behavior in another. Cultural differences pervade in a wider array of human behavior and there is a need to increase the circumference and scope of these studies.
Changing a company culture is about tapping into the core beliefs of each individual, understanding what their basic underlying assumptions are, and creating an environment where those can be listened to, brought together, and reacted to.
Good communicators are able to separate their observations of a situation from their evaluations or judgments of it.
For example, "Janice works too much" contains an evaluation: working too much is subjective, and if Janice heard that, she may take it as criticism and become defensive. Saying "Janice spent more than 60 hours at the office this week" is an observation without any judgments attached.
When you're expressing your feelings, it's better to use words that refer to specific emotions rather than words that are vague and general.
Don't say you feel "good" when words like happy, excited, relieved, or anything else could describe how you feel more precisely.