The basic psychology about visiting a fortune teller is that the mind is cognitively distorted and needs reassurance. When a fortune teller tells you that everything is going to be ok, the negative thoughts start to diminish.
Jumping to conclusions is a phenomenon where people reach a conclusion prematurely, on the basis of insufficient information. For example, a person jumping to conclusions might assume that someone they just met is angry at them, simply because that person wasn't smiling at them while they talked, even though there are many alternative explanations for that behavior.
Jumping to conclusions is a common phenomenon, where people prematurely decide and finalize something, without having sufficient information or choosing not to consider it.
Inference-observation confusion: An assumption made that may or may not be correct. Example: Concluding that a guy is rich, based on the car he drives.
Fortune-Telling: Assumption of knowing exactly what will happen in the future.
Mind Reading: Assuming based on how to have read someone's mind and concluded something which may not be true.
Extreme Extrapolation: Finding a minor clue and making something major out of it.
Overgeneralization: Copy-pasting a piece of knowledge over something that you think is related, but is not.
Labeling: Stereotyping a set of people based on their likes and dislikes.
The psychological term for jumping to conclusions is “inference-observation confusion”, which is when people make an inference but fail to label it as one.
Jumping to conclusions often comes from our desire to sound compassionate and invested in what someone is telling us.
We may comment by saying "wow", or "what a shame" when we really have no idea how the person wants us to feel. Instead of sounding supportive, we may come across as dismissive.
Mind reading. By watching the behaviour and nonverbal communication, we assume we know how someone feels, even when there are other potential explanations.
Fortune telling. We predict an outcome without having enough evidence. For example, we don't even try to enter a competition because we don't think we will win. These kinds of expectations can prevent us from taking action.
Labelling. We overgeneralise by labelling all the members of a group with the characteristics seen in a few.
Instead of acting on your assumptions, go to the facts. Understanding the individual styles of employees can also give interactions more context and help avoid misunderstandings.
Prioristizers are logical, analytical, and data-oriented people who focus on goals and outcomes. They don't like to engage in chitchat.
Planners thrive with structure, planning, and talking about the details. They often communicate in bullet points and numbers.
Arrangers are supportive, relationship-driven team members who work best when they form connections.
Visualizers are big-picture thinkers who want minimal details. They will often email at the last minute, and apologize for short deadlines.
To avoid unnecessary conflict, it is essential to understand the nuances of colleagues and how they work.
Accept that others may not work and communicate the same way you do. If you see someone looking to the side during a video conference, instead of thinking they are not paying attention, understand that they may really be taking notes. Another person may want to spend time on a connection before they engage with the content.
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