In my last post, I wrote about how the brain handles danger. When we sense danger, we become less creative, more prone to seeing the world as black and white, and we don’t engage our conscious brain as thoroughly as we should. Our brains evolved this way in small groups over thousands of years because it helped us survive in a dangerous and unpredictable world. Today, however, technology and society have changed the human experience and the danger we face is no longer the same. But nevertheless, our brain still holds on to its evolved danger response.
In The Coaching Habit, Michael Bungay Stanier explains that we are biased toward danger thinking. Our brain approaches new situations with our danger sensors turned up. As Bungay Stanier writes, “In other words, if you’re not sure about a situation, you’ll default to reading it as unsafe. And start backing away.”
As in the last post, I don’t want to focus for what this means for ourselves directly. I would rather look at how recognizing this should change the way we with those whom we work with, live with, and encounter on a daily basis. In any given situation that is slightly unfamiliar, we are going to default to danger thinking. By focusing on others and understanding the danger that everyone has evolved to feel when taking new steps and taking risks, we can work to better support them and help create an environment that is less dangerous.
Within companies, our efforts to boost our egos and dominate a space to be the smartest, most capable, and most important member of the organization cause other people to feel danger. We increase the threat that they may feel and as a consequence, people begin backing away and stop thinking creatively. If instead, we focus on the best outcomes for the team and the company, and we try to minimize the danger and risk that other people experience, we can get more conscious and courageous thinking from the people around us, and ultimately we can have a better and more diverse organization that thinks in new and innovate ways. We can still create environments where competition helps push people to be their best and put forward their best ideas, but the space in which they take risks and put themselves forward needs to be safe to allow diverse views and opinions to be discussed and experimented with. Ultimately, we must take some ownership ourselves for the danger responses in other people, we cannot simply criticize another for feeling threatened and backing away. After all, our brains evolved for this to be our default. To be strong leaders and coaches, we must understand how the brain works and reacts to the world, and we must do our part daily to reduce the danger and threat that others feel and that we push out into the world.