Once, when I was a student, I went to dinner with four friends. I drove. Tooling down the freeway at my customary speed (a little too fast), I suddenly realized, "Hey, I've got four people in the car with me. Maybe I better slow down." So I did.
Almost immediately, around a tight turn in the road, an accident-in-progress came into view. I slowed sharply, and threaded my way through the wrecks that were occurring all around us. Somehow we got through, and I pulled over to calm down and recover my wits. A multi-car pile-up now blocked all lanes behind us — ours was the last vehicle to get through it unscathed.
My inner wisdom was talking to me that night, saying "Slow down!" And yours talks to you, more often than you know.
Have you ever made a decision and then immediately afterwards, have you instantly known that it was a mistake? Or have you ever made a decision with inadequate information, and at the same time, have you been absolutely certain that you were doing the right thing?
Have you ever had
a strong feeling that
you might have just made
a mistake? Your Wisdom
Box was talking to youIf these things have happened to you, then you know how to contact your inner wisdom. Your "Wisdom Box," as Virginia Satir used to call it, is a source of knowledge about how the world works. We all have Wisdom Boxes. What's in your Wisdom Box is uniquely yours, and it's part of what makes you uniquely you.
Here are some typical Wisdom Box interactions:
- When you think, "I knew I shouldn't have done that," you could be remembering what your Wisdom Box told you earlier.
- When you think, "I know I shouldn't do this, but…" you could be in the midst of rejecting what your Wisdom Box is telling you.
- When you have the feeling, "I know that the right thing to do is <something>, but I'm scared (or worried, or unsure)," then you could be hearing from your Wisdom Box. You already know what you need to do — all you need is the Courage to do it.
- When you think, "I have to" or "I have no choice," you've lost touch with your Wisdom Box. There are always choices.
Get in touch with your Wisdom Box. Open it up now and then — oil the hinges of its lid, so it opens easily and smoothly. Find out what's in there already, and add things from time to time. Consult it when you're making decisions, and when it tells you to slow down, slow down. Top Next Issue
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More articles on Ethics at Work:
- Some Truths About Lies: II
- Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage
if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
- Looking the Other Way
- Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't
intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking
the other way is also risky. What are the risks of looking the other way?
- When You Aren't Supposed to Say: III
- Most of us have information that's "company confidential," or even more sensitive than that.
Sometimes people who want to know what we know try to suspend our ability to think critically. Here
are some of their techniques.
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Difficult Decisions
- Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest,
yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How
can we make these emotionally difficult decisions with greater clarity and better outcomes?
See also Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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