Cognitive dissonance is a key term in psychology.
Cognitive dissonance refers to the discrepancy between what we believe in our minds and what we see in experience or reality. The more one believes something to be true, the more one rejects the “real truth,” even when there is clear evidence in front of one that it is wrong.
When our self-concept and experience are out of alignment, we try various psychological responses to compensate, whether consciously or unconsciously. The perspective of cognitive dissonance is useful in looking at this from a bird’s eye view.
When cognitive dissonance is directed against oneself, it can have a positive effect on a successful person. The more strongly you believe something to be true, the more likely you are to believe that it is not true, even if factors arise that make you feel that it is a wrong choice. And even if everyone around you is looking at you with conviction and saying, “Why didn’t you just stop?”.
However, this is not a “law” that can be applied to many people.
The biggest mistake of successful people is to think, “I have acted in this way, and I have achieved results”. Therefore, if I act in this way, I am bound to achieve results.
They worry, “If I listen too much to others, I will lose my creative energy…” It is important to note that we may associate success with the actions we are choosing to take without realizing it.
It has been said that the only time people take any action, including changing their behavior, is when they think it will benefit them on their own value scale, if they take a cool view. These include money, power, status, and popularity.
This perspective seems to be interpreted as saying that people are willing to change only when what they value is threatened.
When profit and loss rise to the surface of one’s consciousness and become the commanders of one’s actions, they can lead a person into unexpected pitfalls.
Being valued in an organization is generally the case when actions are taken that would bring tangible results. This means, on the other hand, that “courageous” actions, such as breaking off a bad deal “at the right time,” are seldom appreciated.
The origin of the current bad dealings may be that the entire organization has been created in a state of cognitive dissonance, and the atmosphere has been created so that it continues to mend itself and does not recognize the truth of the situation.
Avoiding bad deals is not so much about closing flashy deals as it is about forming and accumulating trust, which will keep the company alive as a great company that is valued by society.
The choice to “be courageous and do nothing” can also be a critical decision.
コーチング情報局を運営する株式会社コーチビジネス研究所では、企業を対象としたコーチング研修、ビジネスパーソンを対象としたビジネスコーチング、個人の方を対象としたライフコーチングを提供しております。その他、コーチングを学びたい方のためのコーチングスクールの運営、経営者やビジネスリーダー向けにセミナーを開催しています。興味や関心がございましたら、お気軽にご相談・お問い合わせください。
This article was written in Japanese and converted into English using a translation tool. We hope you will forgive us for any inadequacies.
Coach Business Laboratory, Inc., which operates the Coaching Information Bureau, provides coaching training for companies, business coaching for business people, and life coaching for individuals. In addition, we operate a coaching school for those who want to learn coaching and hold seminars for executives and business leaders. If you are interested or have any questions, please feel free to contact us for further information and consultation.
