Three Behavior Elements to Resolving Big Problems
While scrolling through LinkedIn, I came across Simon Sinek's post of a quote from Body Shop Founder Anita Roddick.
An image of a mosquito was paired with the quote: "If you think you are too small to have an impact, try going to bed with a mosquito."
Can the literal size of the mosquito compared to a human be similar to the figurative idea of how small things can become big problems?
Let's use the mosquito in the bedroom metaphorically to sizably destructive things occurring within principally necessary circumstances.
Recently, someone mentioned an ongoing issue of teeth-grinding while sleeping. A specialist recommended a mouth guard but they continuously wear down while costly replacements, joint pain, and dental care rises. The underlying issue is that the grinding persists. Another person shared a perceived victory over the recent onset of disabling hand pain. Unfortunately, it came back the day after peeling and dicing vegetables. It crippled the ability to do all computer-related work. That same day a specialist advised to lay off use of that dominant hand. Will it return again?
With a view on the bigger aspect of performance these small, pesty body responses bring a halt to activities. Sleep and work must continue but how can they become quality endeavors when the body delegates in such a way?
These two very different scenarios are equally similar. They differ between unconscious and conscious states of mind. They are similar by way of the desire to have less barriers to living. And they can be fully resolved. The following three performance factors are foundational to not only identify performance predictors but also lead to resolving issues, including the scenarios of erosion and pain experienced in various activities described above.
Context: Our lens on life relates by body responses.
OG Mandino published a book about how to be the greatest salesman in the world. Chapter 10 begins, "I will persist until I succeed." He continues on by sharing how the Orient tests young bulls bravery by pricking them with a lance. They are rated by their willingness to charge after the sting of the blade. This measurement of bravery helps recognize which bulls will continue to charge forward to succeed despite the path necessary to victory. A lens of persistence to achieve something may initially appear to others as defiance or absurdity. Yet, the perspective of the beholder who understands then believes in their body's capabilities will respond with momentum towards the ultimate vision of their desired outcome.
We relate to people, design, and less tangible things with competitiveness for self-actualized potential.
Occupation: Our functioning in life supports body participation.
"You don't want to hire people who are smarter than you," is what Sheryl Sandberg advises. "I hire people and get out of their way," says Lee Iococca. Steve Jobs confirmed this leadership trait with his statement, "It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do." Ayse Birsel plunged into contemplation about these and additional leaders cardinal rules to hiring. Our daily patterns, habits, routines, and interactions give life to the interdependence between our body and mind.
We function in self-care, tasks (GIG Design calls these occupations), rest and sleep, education, work, play, leisure, and role participation with confidence in self-efficiency levels.
Sense: Our responses to life trigger body behaviors.
Todd Kashdan has given his life work to improving how people can improve their lives by offering science-driven tools to do so. As a clinical psychologist who studies well-being he co-authored a study suggesting how to reverse the trend of distrust. Participants who had kept a gratitude journal became more trusting with their money while significantly improving their blood pressure and breathing rate. The ways we stimulate ourselves directly correlates nervous system responses. This physiological phenomenon can be used to manipulate how we manage stress, how we maintain health, and our capability to ultimately change destructive behavior responses.
We respond to stimulus for triggering hypersensitive, hyposensitive, and mangnasensitive behaviors to comfort self-concepts of performance.
In terms of building a coherent system in the workplace Tom VanderArk shared on his LinkedIn blog that structures drive behavior (work on the system), not the people. GIG Design's performance coaches produce the greatest value with an evidence-based process to self-directed role competence. Even if structures are in place, sleeplessness and pain derails behaviors. Elements within context, occupation, and sense factors equip individuals with necessary, specific skills driving away costly outcomes.
Our brain can be influenced to choose, act, and function to experiences like a mosquito misplaced in a bedroom. Or could that have been the mosquitos ultimate vision? That depends on the perspective of just really who or what is too small. Contact GIG Design today to be, do, and become the greatest value.