A Courageous Look at Fear
95% of all decisions take place in our subconscious, without our conscious mind being involved. This means that our body makes 19 out of 20 decisions without asking us for advice.
This is the only way to ensure that project managers have the resources they need to plan and make fundamental decisions for the future. The fuzzy logic to which we delegate 95% of our decisions has been trained by our individual life experiences. Our current emotional state influences the process and directs relevant decisions to our cerebrum. Every emotion fulfills a function.
- Fear warns us of general dangers.
- Disgust warns of health hazards.
- Joy gives the all-clear and calls for sociability and repetition.
- Sadness asks for comfort and serves as a farewell.
- Anger asks for negotiation of shared values.
- Surprise signals urgency.
Decide Subconsciously
When we make decisions in our role as project managers, these decisions affect the future. Since the future is uncertain, fear accompanies us in every decision we make. Whether we want it to or not. Many people (in positions of responsibility) have trained themselves not to acknowledge their fear. For example, because fear is associated with weakness, because fear is unpleasant, or because it inhibits us. Those who avoid their fear leave many frightening decisions to their subconscious.
The subconscious makes decisions extremely quickly. Unfortunately, it only has simple and automated response patterns to choose from. It reacts to danger with either flight, fight, or freeze.
Have you ever encountered project managers who, when confronted with project risks, have personally attacked the bearer of the news for no apparent reason?
If there is no one to fight, the subconscious can only postpone the decision. By fleeing (into other thoughts) or by emptiness.
Neither flight, fight, nor freeze address the risks that fear is trying to point out. Most risks do not materialize. The others trigger a crisis.
Strategy against Fear
That’s why I’ve gotten into the habit of regularly confronting my fears. When I’m relaxed and balanced, I consciously deal with my fears. I question the underlying risks and consider measures to address them.
This way, crises take up much less of my time. As a rule, I can pull a prepared plan out of the drawer, follow it, or have others follow it.
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