Slogging through traffic on his way home, Jason remembered that tomorrow was the day. He'd rescheduled his "annual" physical so many times that it was now biannual, and he knew he couldn't delay it any more. "I wonder whether I ought to tell him about the pain," he thought. It came only once in a while, mostly late at night after a big meal, but more and more often now. "Probably nothing," he thought. "Unless it's the big C."
He knew he'd have trouble sleeping that night. "If it's cancer," he thought, "I wonder how long I have?" He remembered his eighth grade homeroom teacher, who missed the three days right before Spring vacation, and never returned. "They know a lot more now," he thought, "but maybe they don't know much about this one. I should get things in order."
The next day, Jason did tell his doctor about the pain. It was serious, but treatable with a prescription. He's fine, now — physically. But Jason continues to suffer from a common pattern of thinking. Jason dreads.
If anticipating problems
is part of your job,
you risk carrying that
pattern of thinking
home with you, and
applying it in
inappropriate waysHe dreads magnificently. After a lifetime of worrying, he can now conjure up threatening, yet plausible, scenarios based on almost no real information, a talent that makes him a valuable member of any risk management team. And he pays a high price for it personally.
- He frets endlessly about things he cannot prevent, avoid, or influence.
- He obsesses about being late, even when he knows that everyone else will be late, too.
- He worries about whether he worries too much or enough.
- When he isn't worrying enough, he downshifts to a lower fear.
- Even when things are going well, he worries: "Something bad is coming, I just know it."
If anticipating problems is part of your job, you risk carrying that pattern of thinking home with you, and applying it in inappropriate ways. Dread turns joyous and fun experiences into painful burdens. Here are some tips for getting off your dreadmill.
- Acknowledge the value of worry. It helps you anticipate trouble and plan for it.
- Track the effectiveness of your worrying. Is it worth the effort?
- Track the time you spend worrying. Become aware of how much a part of your life worrying has become.
- Track the time you spend fantasizing about wonderful things. If it's a lot less than your worry time, spend more time at it.
- Hang a picture of Mark Twain on your wall with this quote: "I have been through some terrible things in my life, some of which actually happened."
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More articles on Emotions at Work:
- Irrational Self-Interest
- When we try to influence others, especially large groups or entire companies, we sometimes create packages
of incentives and disincentives that are intended to affect behavior. These strategies usually assume
that people make choices on rational grounds. Is this assumption valid?
- Favors, Payback, and Thoughtlessness
- Someone at work who isn't particularly a friend or foe has asked you for a favor. What happens if you
say no? Do you grant the favor? How do you decide what to do?
- Self-Serving Bias in Organizations
- We all want to believe that we can rely on the good judgment of decision makers when they make decisions
that affect organizational performance. But they're human, and they are therefore subject to a cognitive
bias known as self-serving bias. Here's a look at what can happen.
- Toxic Conflict in Virtual Teams: Virtuality
- In virtual teams, toxic conflict sometimes seems to erupt spontaneously. People who function effectively
in co-located teams can find themselves repeatedly embroiled in conflicts that seem to lack specific
causes. What triggers toxic conflict in virtual teams?
- Regaining Respect from Others
- When you feel that a colleague has lost professional respect for you — or never really had respect
for you — what can you do about it? Check your conclusions, check whether it's about you, and
ask for a dialog.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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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