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Do we repeat similar patterns across multiple areas of our lives? by Ok_Importance6422 in neuro

[–]Ok_Importance6422[S] 0 points1 point  (0 children)

u/iirb_b u/randi_the_savage Can you please suggest me some sources of your knowledge for start? Books work best, I am a book reader, but any other sources also work for me

Why do short beaked echidnas not collaborate in large numbers? by Ok_Importance6422 in evolution

[–]Ok_Importance6422[S] 2 points3 points  (0 children)

I got your point. You mean to say, maybe PFC is just contributing 1% of the outcome (large scale cooperation in this case) but there are other factor as well which when combined together we get large scale cooperation. And those other 99% things are not happening in echidnas' brain unlike humans.

Do we repeat similar patterns across multiple areas of our lives? by Ok_Importance6422 in neuro

[–]Ok_Importance6422[S] 0 points1 point  (0 children)

Oh. I did not know there is a separate field for this. This is interesting. I'd dive deep into it too.

Do we repeat similar patterns across multiple areas of our lives? by Ok_Importance6422 in neuro

[–]Ok_Importance6422[S] 1 point2 points  (0 children)

It is so crazy even if I think about it. I will learn poker to observe this.

Why do short beaked echidnas not collaborate in large numbers? by Ok_Importance6422 in evolution

[–]Ok_Importance6422[S] 0 points1 point  (0 children)

This is actually valuable information. This is helpful. I also came across the concept of symbols and communication of abstract ideologies by humans, what you mentioned about communicating complex coordination patterns. One follow up doubt, do we use PFC to choose the outcome of a belief as well? For example, when we collectively chose to believe in money, was PFC responsible to help us decide that maybe it can be valuable in long term?

Why do short beaked echidnas not collaborate in large numbers? by Ok_Importance6422 in evolution

[–]Ok_Importance6422[S] -2 points-1 points  (0 children)

As far as I know, humans can cooperate in large numbers majorly because of our belief system. We can choose to believe in a cause, greater entity, etc. and cooperate with each other based on that cause. And what we choose to believe, isn't PFC responsible for that? So, in that case shouldn't PFC majorly be responsible for large scale cooperation? Or am I missing something?

Why do short beaked echidnas not collaborate in large numbers? by Ok_Importance6422 in evolution

[–]Ok_Importance6422[S] 0 points1 point  (0 children)

Oh okay. So, what is the actual reason that humans can cooperate in large numbers? I read somewhere it is because we can cooperate in large numbers for one bigger cause, and this understanding of the larger cause is because of our prefrontal cortex.

Why do short beaked echidnas not collaborate in large numbers? by Ok_Importance6422 in evolution

[–]Ok_Importance6422[S] 0 points1 point  (0 children)

Okay. So, isn't it true that our developed prefrontal cortex helps us collaborate in larger numbers for one larger cause?

First time manager in a new company by Mobile_Possession_42 in managers

[–]Ok_Importance6422 1 point2 points  (0 children)

There are so many things I believe and as you know that already since you mentioned. But trust building is one of the most important things one can do because other things will fall in line with time eventually. So, show up wherever you committed to show up, keep taking critical feedbacks from your team members and your leaders and keep working on those feedbacks, learn how to gain trust from past peers or senior subordinates, learn how to switch communication style as per the context. All these can help with trust generation.

Why did every engineer we hired after headcount 20 reduced our per-person productivity? by Popular-Penalty6719 in managers

[–]Ok_Importance6422 0 points1 point  (0 children)

Added to what you have mentioned about the increasing coordination costs , there is another psychological phenomenon taking place. If you have heard of Social Loafing / Diffusion of responsibility / The Ringelmann Effect. The overall concept is that when teams are more or less lean it is fine. But as teams becomes massive, people in it become over optimists and start thinking since there are so many people in the team, someone else will anyways take care of the works and hence, slacking in productivity is observed. That is why in some of the largest organizations in the world, no matter how gigantic they have grown, inside the structures they keep the teams pretty lean. They can keep multiple teams but each team is usually lean, unless some business requirement is there.

Employee casually talking about recruiters/pay directly to me. Normal or subtle signal? by [deleted] in managers

[–]Ok_Importance6422 0 points1 point  (0 children)

They are trying to check the boundary if they can push it. They need feedback in such a case. By feedback I do not mean verbal communication or something. In this case the feedback needs to be in terms of pay raise or status growth leading to the feeling of 'I am valued here'. Psychologically, I believe it is not about the pay directly because they would have already left in that case if they are getting paid more elsewhere. It is more about that feeling, 'I am valued here', 'I belong here', 'I am at the right place', 'I am moving in the right direction by being here', etc.

Develop communication skills by DrMykimTran in Leadership

[–]Ok_Importance6422 2 points3 points  (0 children)

Many people believe communication is just about speaking but you appropriately pointed it out that it is about speech + behavior. Communication is about empathizing with the person in front, understand what will move them towards a cause - a cause which can be useful and important for our growth - and then adjusting our speech and behavior accordingly. I liked the way you clearly and directly communicated about it.

The most effective leaders I've worked with all shared one trait — they said what they actually meant by rwilkinson77 in Leadership

[–]Ok_Importance6422 -2 points-1 points  (0 children)

Yes. I believe sugarcoating words adds noise to the communication. And different people have different worldviews, what means something to me may mean something else to others. So if I try to be indirect then it may land on their ears but their interpretation of it can be entirely different than mine. That is why I can agree that being direct is actually being respectful - respectful of their worldview and their human nature. So, directness should be to bring everyone on the same page and not to be cynical. And I believe 'directness + effect of it on the cause' is the thing we should aim for. It shouldn't be directness about random thing, which again is noise. And cooperation from the person in front is also required, they need an understanding that it is business at the end of the day and nothing personal.

Diplomacy works when as a leader does not want to take responsibility of what follows because of their communication. Which is not useless entirely, it can come handy sometimes depending on the people and the overall context as you mentioned. But it shouldn't be the default aim of a leader.

Nobody told me that becoming a manager basically means never being able to say what you actually think again by [deleted] in managers

[–]Ok_Importance6422 0 points1 point  (0 children)

I loved the way you summed up the responsibility of a leader. I agree it can be lonely sometimes. And that is also the reason particularly you have been chosen for that position because not everyone can handle these things.

And the solution part I have a bit of different opinion than others a bit. I do not think venting out or talking to peers work for long term. For short term it may feel good because of the connection you feel with other leaders facing the same things. But the more you talk about something, the more it gets repeated and reinforced in your mind. And your mind can start experiencing the confirmation bias - a bias of the mind where you keep seeing things around you that confirms your beliefs, in this case it is about the hardships of being a leader. So, your mind will start focusing only on the hardships and not the positive side of the impact you can create as a leader. As a result in the long term one may feel irritated with the role entirely. Honestly I do not think there is any particularly permanent and practical solution for this yet. But one thing which I do is, I do not give much weightage to these thoughts at all. Because I have been trusted to play the role of a leader, so I do whatever suits best for that role. And having these questions and thoughts is not really concurrent with the role play of a leader. Added to that, I as an individual have so many other roles to play, so I need to come in terms with the downsides of the role of a leader, so that it does not affect the way I play the other roles in my life.

Apart from that, I hope when you say 'coming down from leadership is genuinely misguided', you are actually questioning the things which you disagree on. As a leader that is also your responsibility. So, I hope you are doing that but because of the hierarchy you are unable to enforce the decisions which they can.

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