Judgement

We judge. Instantly. Casually. Constantly. We conclude. We give the verdict. And in doing so, we not only deem certain things wrong. We also deem certain things right. As per our own viewpoint. We need to keep in mind that 5+3 is 8, but, so is 4+4 and 7+1 and 2+6 etc. etc.

We need to be open to the fact that judgement is often a shortcut. Not a well thought out conclusion. Just a speed-thinking approach. Our experiences, our biases, our fears, our blind spots and our preferences shape our verdicts.

Better decision making goes out the window once we begin to see things as if we know them already. Judgement may also come from freeze framing a snapshot of someone’s life. You saw someone do something and now that image is frozen into your subconscious and you can only see this person in that light. Unfair, to say the least. A glimpse instead of the landscape one could have seen.

The most dangerous phrase we use in our lives is this: “We have always done it this way”. Another dangerous one is “It’s tried & tested”. Sure, but are there more effective or efficient ways to do the same thing? The “Neat labels” we seek only comfort us.

This is very evident in the corporate world. Most people do things without questioning them or even thinking about them. If we could introspect or seek answers we may create efficiencies that would never have existed if we hadn’t questioned ourselves. We approach, we process, we decide based on historical data. Based on our own experiences and beliefs. Unconscious bias steps in to support our beliefs and we look for confirmation and support from news, colleagues, the dependable web etc.

Secondly, judgement in-itself is skewed. Everyone has their own journey. Stepping into their shoes sounds simple, it isn’t. There are myriad sensitivities, multiple nuances and personal experiences that bring someone to this place. We are not in that place to enable us to judge them.

This is also very evident specifically in performance management. Assessments are based on biases, recency effects, central tendencies, horn or halo effects etc. Far too many variables exist. We must ask ourselves where these assumption, biases or beliefs came from and are they still valid?

The uncomfortable truth is this: everyone has blind spots. Bias is not an exception to human thinking—it is the default setting. Are you aware of the blindspots you have? Not may have. Have. Because everyone does. Its like that old saying, “There are 2 types of egoists. Ones who admit it, and the rest of us”.

Organizational folklore needs to be revisited, dissected, improved, reengineered. Constantly. The old saying, “if its not broken, why fix it” does not apply anymore.

The world around us is changing at breakneck speed, and we are still doing things in the same way, no questions asked. Time to introspect.

Simplistic labelling of complex human behavior is harmful and misleading. Our inherent filters may not allow the truth in. Distorted perceptions harm relationships, damage lives and impair our ability to see through the smoke. It is masquerading shortcuts in the guise of clarity and efficiency.

The ability to assess ourselves candidly, to ask ourselves if our beliefs still hold true, to see if these biases hold water, if our decisions impact lives. This would provide the launchpad to free ourselves of limiting beliefs, judgemental approaches and allow us to move forward positively.

Efficiency is often hiding in plain sight—it requires the courage to ask an uncomfortable question: Why? Real enlightenment isn’t judging others—it is questioning ourselves.

Uzair.hassan@3hsolutions.biz

https://www.linkedin.com/in/uzair-hassan-6451024/