This article gives an insight into what happens in a crisis to our reactions and ability to think clearly. It suggests some simple strategies to restore equilibrium and 'manage your mind'.
I just took a quick look at the business headlines today and found the following:
'Repossessions nearly double in a year' 'UK car production plunges by nearly 50%' 'Factory orders tumble in January'
Just these, coupled with all the other bad news you've been hearing and seeing recently, might lead you to the inescapable conclusion that there's a crisis out there, right now. Let's say you've concluded it's a crisis. What effect is this going to have on your ability to function?
What is a 'Crisis'?
A simple definition is "the moment the brain stops functioning." Your brain evolved through three layers. The first, primitive, layer we could call "fish brain", the next, a mammalian layer, or "dog brain", and finally the frontal lobes, which we know as the "human brain". Depending on how stressful you find a crisis, the layers of your brain stop functioning. First to stop is your 'human brain', impacting thinking and reflection. Your 'dog brain' takes over, wanting to retaliate and bite. With more stress, this also switches off. When you are in a 'crisis' where you feel you have no understanding or control of the outcome, you can enter the 'fish brain' state, which only knows to flee from danger.
How You Handle a Crisis
To solve a crisis, you need to be in control - at a personal level. You need what was first described in the 1950s as 'internal locus of control'. People attribute their chances of success or failure either to internal or external causes. Those with an internal locus of control hold themselves responsible for the outcomes of their own action. Most successful people possess an internal locus of control. Those with external locus of control blame the circumstances or luck, rather than lack of diligent effort, and are more likely to see themselves as victims.
It's not that people with internal locus of control don't experience negative emotions. In a crisis, it is only human to experience one or more of six negative emotions: fear, sadness, agony, contempt, disgust or shame. These are actually a healthy reaction to crisis situations. But they may give rise to negative behaviour which is counter-productive to your success - and you do have control over your own behaviour.
What can You do if You Think it's a Crisis?
What is in your circle of influence? Stephen Covey's Circles of Influence and of Concern are key to staying positive. When we focus on what we can directly influence: our thoughts, mood, our actions, decisions, our communication with others, we start to feel motivated, positive and able to influence things around us. What is in your Circle of Influence? Focus on these things in the coming months.
When you focus on what is in your Circle of Concern, which you have no influence over - the state of the economy, the pronouncements of the media and so on, you feel as if you are banging your head against a brick wall. You get demoralised and find it difficult to have the enthusiasm to do anything. If you really believe you're operating in a crisis, you'll only have three options: fight, freeze or flee!
Take Time Out
A well-known American psychiatrist said "Don't just do something, stand there!" He was making a good point. Stand still till you have a grip of what you are facing. Explore your perceptions and challenge their validity, and explore what is really in your circle of influence. Remember though that for others around you your doing nothing may be perceived as being passive, even though you may have made a reflective choice. If you choose to 'freeze frame', put a timeline on it and let people know what you're doing.
Can you leave a crisis situation and still be regarded as responsible, not as having 'fled'? If you perceive the situation to be a lost cause or are not capable of doing something productive, exit is a good option. However, do communicate this to people concerned. Equally, you could decide to stay and fight. But do remember it's easy to lose friends - and you'll need your friends. With their support and guidance, you can "stay the course".
Tough Times?
Funnily enough, having gone to the news pages with the intention of making the point that all around us seems to point to being in a crisis, actually the above were the only three headlines, out of many, that really supported my point. The other headlines were, if not actually positive, then at worst neutral. I could have come to many other conclusions!
But even if everybody's right, and we really are confronting a 'crisis', through it all, remember that tough times don't last. The people who survive and even thrive during hard times are those who challenge their own perceptions and beliefs and do the work they need to do to stay in control.
How to Make Change Stick
There are two clear groups of factors to take into account if you want to make changes stick and produce outstanding results quickly, efficiently and permanently: the 'internal', and the 'external'. And there's a sensitive balance to strike when you consider which to pay attention to at any given time.
Beware: Groupthink!
Groupthink is a mode of thinking that people engage in when they are deeply involved in a cohesive, task-centred group, when their need for unanimity supersedes the need to make a decision based on rational information. Groupthink can lead to bad judgments and decisions being made, and can also cause a group of decision makers to rationalise a poor decision after the fact. It's a simple and totally inadequate way to deal with difficult issues.
Working Hard? Or Producing Results?
Ask anyone at a party or any social gathering "So, what do you do?" Most people reply with a job role or title. When further pressed, they will list for you the things they are responsible for or some of the activities they carry out in their role. What you will never hear is a short and complete list of the results they are accountable for producing.
