Say It Enough Times And They’ll Believe It

by Jay Deragon on 04/09/2014

Double ThinkIf we read or hear enough of the same thing sooner or later we begin to believe what we hear or read whether it is true or not.

We grow up hearing about getting and educations and getting a good job because that is what everyone says to do.

We go to work for a company that tells us what they want us to believe  regardless of how they treat us or the customer. Over time we become numb to the truth and fearful of speaking up.

The media repeats stories of interest and reports the so called facts about the story and we all believe it whether it is true or not.

We are told what we can and can’t do enough times that we believe it even when we are capable of doing more.

We read and hear the wonders of social media then we go and share what everyone who says they are an expert has said to do with social media.

Like a mantra for meditation we repeat our own stories over and over and become what we repeat about ourselves.

We’ve been trained to believe things that are repeated over and over whether they are true or not.

The Power Of Repeating Thins

Hitlers primary rules were  people will believe a big lie sooner than a little one; and if you repeat it often enough people will sooner or later believe it.  He convinced millions to believe these lies.

George Orwell‘s novel Nineteen Eighty-Four refers to the Big Lie theory on several occasions. The Big Lie theory is based on::

  • “The theory is based on  black white. Like so many Newspeak words, this word has two mutually contradictory meanings. Applied to an opponent, it means the habit of impudently claiming that black is white, in contradiction of the plain facts.”
  • Using doublethink: Doublethink is the act of ordinary people simultaneously accepting two mutually contradictory beliefs as correct, often in distinct social contexts. Doublethink is related to, but differs from, hypocrisy and neutrality. Somewhat related but almost the opposite is cognitive dissonance, where contradictory beliefs cause conflict in one’s mind. Doublethink is notable due to a lack of cognitive dissonance — thus the person is completely unaware of any conflict or contradiction…”

Then we begin to speak out saying different things that we believe are true and a crowd gather to support what we say. Then the crowd grows in significance and influence and a shift in beliefs begin. The new beliefs create a shift in influence, power and information. Repeating the same thing over and over until it is a belief of the masses continues to be the theory whether what we believe it is the truth or a lie.

The difference today is when a lie is discovered it can no longer be hidden rather revealed to the masses.

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Do Women Listen & Understand More Than Men?

by Jay Deragon on 04/08/2014

deleteWomen often accuse men of not listening. Men usually get defensive and argue they do. We’ve all experienced this argument but the scientific facts support the women.

In a world of constant change being able to interpret the meaning of change is more important than reacting to the change. Men tend to draw conclusions based on limited data while women tend to seek a fuller understanding before concluding the meaning of change. Sometimes “drawing a quick conclusion” misses important information that when “heard or seen” could be revealing significant developments. In business and in our personal lives it is the significant developments that can change everything.  After all innovation usually comes from looking outside what is typically the “right view” and finding and alternative view.

Viewing things as they seem and in the current context is the wrong view for a world in a constant state of flux.

Many organizations simply delete alternative views when the view doesn’t fit their frame of reference. The better view is not to delete rather to assimilate with an eye on finding the meaningful noise lying within the data.

Kevin Dunbar, a professor of psychology at the University of Toronto, illustrated our reflexive reaction to being wrong with brain scans that should make any would-be innovator turn cold.  As this Wired profile of Dunbar explains, that’s like the brain’s “delete” key. Now, as any editor can tell you, a delete key is a wonderful gift: by cutting out the chaff (of prose, of data, of life) we can see the wheat that much more clearly. The brain’s process of filtering is what helps us pay attention. But for a scientist — or anyone in the business of discovery — if you habitually mentally delete anomalous data, how can you learn from it?

(Ladies, the news is slightly better for you: Dunbar noticed a gender split in his research. Women were more likely than men to investigate unexpected findings, while men were more likely to assume they knew the reason for the unexpected result, and proceed without more analysis.)

Being Right, Wrong And In Between

People have strong opinions based on their experience, position and assumed knowledge. When is comes to deciding courses of action for improving a result everyone seems to have an opinion. Some are right, some are wrong and the answer usually lies somewhere in between.

Finding the in between isn’t easy. The answer isn’t always about one parties view versus the other rather the answer is seeing and hearing things together. That means we have to learn to come together in between right and wrong to find a solution.  It is becoming more and more clear that women who have a seat, and a voice, at the table can see in between better than men.

Don’t believe or understand why this is true? Then you are likely a man seeing only half of the solution.

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The Foolish Things Business People Do

April 2, 2014

I have made some foolish business decisions in the past and each time I make sure the lesson is implanted in my brain for recall when I wander again towards foolishness.  Foolishness is the opposite of wisdom and the only thing that sustains a business is the wisdom to know not to make foolish decisions. […]

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Learning to Understand

April 1, 2014

C.S. Lewis said: “We read to learn that we are not alone”. Reading will help you to learn more about the world, about human nature, about how human beings interact in society and in work. Studies have shown that the best leaders are those that read a lot. But it is not just in reading […]

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Beginning Over to Advance Forward

March 31, 2014

If what you know isn’t working then maybe it is time to learn something new. In a world of constant change there is always something new to learn. But some people consider themselves an “expert” in knowing when in fact they are beginners stuck in what they think they know. Ideas, opinions, and expertise get […]

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If They Would Only Pay Attention

March 27, 2014

In December of last year a local entrepreneur/investor asked for my opinion on a new venture he was starting. Previously the entrepreneur had bragged to me about having started several earlier business and made millions from the ventures, (bragging is the first sign of a lie). I told him I’ll be happy to look at […]

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Uncommon vs. Common Causes

March 26, 2014

Common cause are events, occurrences and points of reference that are considered normal variation. Uncommon cause are unusual events that aren’t common. The reaction to common vs. uncommon causes are different. Traditional wisdom would tell us to work on improving common causes of errors while simply noting uncommon causes of errors. It has been proven […]

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Organizing and Creating Value

March 25, 2014

An organizational chart is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs. The idea behind having organizational charts came from the military’s organization of man and machines to fight wars. During the industrial era companies followed form in their thinking about organizing man and machines with an emphasis on […]

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