The Idea: Almost one hundred years ago, scientist and philosopher Alfred Korzybski stated that “the map is not the territory.” In other words, our beliefs are not necessarily reality. What we “believe” to be true and what is “actually” true rarely aligns. Our perceptions (our “maps”) are rarely accurate.
If not diligent, our subconscious will accept maps given to us by others. We are wired to look for maps that help us make sense of our world or protect us – sometimes we create them and sometimes we adopt them. Most often, we use our old maps for guidance.
Why do we struggle with personal or professional conflicts? We collide with others because we reference our own habits, struggles, and preconceived ideas while discarding those of others. It’s hard to navigate a trail when you are using the wrong compass.
Do you possess any of these maps?
- You believe you are not being treated fairly by customers. Truth be known, customers don’t have to treat you fairly. They are the customer.
- You believe big is inherently best. Consider this: The Fortune 500 accounts for only 6 percent of employment. The fastest growing and largest part of the market is made up of smaller or emerging organizations. Small is powerful.
- You believe some expenses are fixed and can’t be cut. In today’s world, no expenses are fixed; they are all up for assessment.
How do we become aware of the limits of our maps and grow beyond them? Shane Parrish of Farnam Street writes that we must be vigilant, stepping back to understand our map’s context and knowing where the cliffs might lie.
This week I was leading a Customer Acceleration Innovation Meeting with a client and their team had a significant breakthrough because they challenged their own maps.
- They practiced openness, self-disclosure, and objectivity in their business critique. This allowed the discussion to flow naturally, leading them to the facts. The team was confident enough to eliminate “spin” and self-protection. They had the ability to drop their guard, opening them to new possibilities.
- They listened and encouraged each other to share their truth. Everyone on the team had a voice, which allowed them to tap into the broader knowledge base. They were all artists, listening and contributing to the picture that was painted.
- They embraced a growth mindset and everyone in the room teachable. There is power in believing we can influence change, especially when we feel stuck or fearful. The growth mindset allows us the freedom to assess previous models or create new models when solving problems.
How do we recognize the mental blocks hindering our performance and objectivity? Are you believing your old models (or maps) are the only solutions?
Every problem must be addressed with a new mental model. Are you open to discarding old models and creating new ones?
