Decisions Behind Change
Decisions are direct precursors to change.
Until or unless people come up with their own answers as to whether or not to make a new decision, how to make a new decision, what to include in the decision making process as well as in the final result, when the change would need to happen, the assurance that a new decision will somehow manage the current decision and status quo, and who to include in both the decision making and the outcome, no decision will be made.
If people are content with their status quo - whether or not it would seem to be so by an outsider - they will not be seeking change.
Decisions will not be made until there is an internal, unconscious agreement to change, that match unique and idiosyncratic criteria, values, and beliefs.
People match their unconscious criteria against change before making a decision. It may look irrational to an outsider who may be judging the behavior against a different norm than the decision maker. But it is a very irrational process.
There are closely held, unique, idiosyncratic, and hidden criteria beneath every decision - whether it is obvious or not.
It is possible to include others within the same decision criteria around change so long as the criteria gets chunked up high enough to include everyone's beliefs and values.
It's possible to shift someone's internal criteria and influence the decision making process so long as the potential change fits within the person's recognized highest criteria. Under these conditions, it's necessary to help the person elicit their own hierarchy of criteria to give them the ability to have choices.
Just because a decision appears to be irrational to an outsider, doesn't mean it doesn't make perfect sense to the decider.
Until or unless people come up with their own answers as to whether or not to make a new decision, how to make a new decision, what to include in the decision making process as well as in the final result, when the change would need to happen, the assurance that a new decision will somehow manage the current decision and status quo, and who to include in both the decision making and the outcome, no decision will be made.
If people are content with their status quo - whether or not it would seem to be so by an outsider - they will not be seeking change.
Decisions will not be made until there is an internal, unconscious agreement to change, that match unique and idiosyncratic criteria, values, and beliefs.
People match their unconscious criteria against change before making a decision. It may look irrational to an outsider who may be judging the behavior against a different norm than the decision maker. But it is a very irrational process.
There are closely held, unique, idiosyncratic, and hidden criteria beneath every decision - whether it is obvious or not.
It is possible to include others within the same decision criteria around change so long as the criteria gets chunked up high enough to include everyone's beliefs and values.
It's possible to shift someone's internal criteria and influence the decision making process so long as the potential change fits within the person's recognized highest criteria. Under these conditions, it's necessary to help the person elicit their own hierarchy of criteria to give them the ability to have choices.
Just because a decision appears to be irrational to an outsider, doesn't mean it doesn't make perfect sense to the decider.
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