When describing these psychological drivers and techniques to a client recently, one of us [KW] noted that his client responded by saying that these reflective processes sounded “manipulative”. In a way she was right. It does seem rather “unnatural” to spend time reflecting on our thinking and feelings. Our spontaneity is lost when we spend too much time thinking “slowly.” We become cold calculating computers rather than living, caring human beings.
It is important to acknowledge that these unconscious psychological drivers operate naturally. They can’t be avoided. They occur all the time in all of us, largely without our awareness. Daniel Kahneman adds to his analysis by describes these natural reactions as being “System 1”. We need not blame ourselves for engaging in System 1. We only need to engage some System 2—which is the thoughtful and self-critical slow thinking identified by Kahneman. We, as coaches are able to utilize these System 2 techniques in helping our clients shift their thoughts and resultant behavior in a positive manner.
It is also important (perhaps obvious) to note that system 2 techniques must be applied specifically to encourage the behaviors, actions or decisions needed within the specific context in which they occur. A simple example of how this process can progress follows:
1. A leader is in a particular organizational setting (say a high-level meeting) and notices a new person in the room that reminds her of someone in her past. She feels a moment of annoyance emerge which influences her reactions and focus during the meeting. Walking out of the meeting, she feels frustrated and confused about why the meeting went poorly.
2. In a subsequent debrief, she notes to her coach that she was not on her game and distracted during the meeting and was mystified why.
3. The coach explores her experience together with her and picks up on a comment about the stranger in the room. Further discussion identifies that the stranger reminded her of a college professor who was harsh, critical and confrontational.
4. The coach then suggests that the leader was likely “primed” (see later) and suggests applying the technique of “thinking about thinking” and other techniques in future to manage these situations.
5. The coach then helps the leader practice these techniques to mastery.
System 2 is not comprised of an isolated set of conceptual tools. It is a “just-in-time” set of tools that are engaged in real situations. Clearly analyzing and articulating the behavior changes or actions needed from employees in specific situations is important.
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