{"id":10121,"date":"2016-07-22T07:21:15","date_gmt":"2016-07-22T07:21:15","guid":{"rendered":"http:\/\/federicofioretto.biz\/en\/?p=10121"},"modified":"2021-07-23T17:02:15","modified_gmt":"2021-07-23T17:02:15","slug":"through-what-lenses-are-you-looking-at-reality-7-tips-to-check-it-out-before-making-decisions","status":"publish","type":"post","link":"https:\/\/federicofioretto.biz\/en\/through-what-lenses-are-you-looking-at-reality-7-tips-to-check-it-out-before-making-decisions\/","title":{"rendered":"Through what lenses are you looking at reality? 7 tips to check it out before making decisions!"},"content":{"rendered":"

We all know: leadership<\/strong> is mostly about making decisions<\/strong>, with wisdom, vision and integrity of course. One of the most difficult things, however, that a leader has to do 24\/7 is to make out the true reality and facts in the situation he\/she is dealing with and discern them from interpretations, assumptions, opinions, emotions and so on. In a nutshell, getting rid of deforming lenses and looking straight into the facts.<\/p>\n

You may not be surprised, then, to notice that the first Step<\/strong> of The CASE Method’s<\/strong> framework for decision making is “Check out facts<\/strong>“. Well, not so easy without some preparatory work.<\/p>\n

We humans are all influenced by, at least, our emotions and experience. A lot also by previous experiences with people, which transforms into prejudice – either positive or negative – when we have to deal with them in future occasions. Another tendency that we have is to think that things\u00a0will always go in a certain way, because that is what we know. Finally we have a tendency to believe that our thoughts about reality equal to truth about reality. This is but a rough sum-up of possible biases<\/strong> that we humans have when making decisions.<\/p>\n

There is also another dangerous bias in conflict or decision making situations which is that of trust: we may be tempted, and often we are, to take the thought of a person we trust about a situation as the real truth about it, while we may tend to dismiss the description of the situation, even a very factual and accurate one, by a person we trust – or like – less.<\/p>\n

 <\/p>\n

\"915412162\"<\/p>\n

 <\/p>\n

When designing the CASE\u00a9 Method framework I had the paramount concern to prevent leaders<\/strong> from incurring in\u00a0the risk of such biases<\/strong>, hence\u00a0I put checking out facts at the top of the Method’s 9 Steps. Now you may want to know, since we are prone to so many biases, how on Earth we can be objective in checking out facts and assessing a situation correctly enough to make sound decisions. Well, that’s one of the secrets of effective leadership, to achieve which I am giving a few hints right now. Of course they are from The CASE\u00a9 Method and you can find the whole explanation in the book above (here<\/a> the link to a free preview available).<\/p>\n