“I've lived through some terrible things in my life, some of which actually happened.” ― Mark Twain Of all of the the contexts (and I trust there are many) in which the Business Brain Model is relevant– amongst the most important is when it comes to decision making. I have written about this from several perspectives.
Just to be clear about terminology, groupthink is a phenomenon whereby individuals within a group strive for consensus to the extent they set aside their personal opinions and, in some cases, ‘inconsistent’ facts. While there is appeal (especially in a business context) for fast, “orderly”, “efficient” decisions, the trade-off can outweigh the benefits.
The obvious question arising as a result of these alarming results I reported on previously: What is a businessperson (any person) to do? The obvious (but impossible) solution is to avoid stress. Alternatively – could a businessperson (or anyone) deal with it effectively?
Part 3 of the Series on nonverbal communication. I have become intrigued by a couple broader stroke concepts regarding nonverbal communication which is where I will begin. While they are each applicable to both inbound and outbound messaging I present them here mostly in the context of delivering a convincing (nonverbal) message.
Every business has a quiver full of arrows (communications, marketing, accounting, information systems, etc.) and everyone is targeting the same game (client/customer).You need an advantage.
Now I’m not suggesting that this is some new idea I came up with. I don’t see this as the start of a new conversation. I am jumping into an existing dialogue with the hope of providing context, structure and experience to expand the dialogue.
A recently released report revealed that many people on Wall St. “continue to believe that engaging in illegal or unethical activity is part and parcel of succeeding in this highly competitive field.