More important than diligence is the underlying thinking.
What is low-level thinking?
The underlying thinking is contained in three words: if, result, and causality.
Let's explore together.
If: always regretting past things
First of all, if.
What is if? It is actually a psychological activity of ours.
Many people always regret what they have done, when things do not meet expectations, when things fail, and when something bad happens, their first thought is:
If I had prepared better that time, it would have been me who was promoted
If only I hadn't done that and chose another method
If I were to make a new choice, it would definitely not be like today
If behind it, it is actually that he did not have the courage to accept reality.
Choosing one possibility often means giving up another possibility. When the result is not good, he believes that the one he gives up is better. This has led to a mentality of 'loss aversion'.
Therefore, he always repeatedly blames himself and regrets, falling into endless mental exhaustion and wasting his energy.
But this is of no use because what happened has become an established fact and will never be repeated.
American social psychologist Festinger has a famous study called the "Festinger's Law":
10% of life is made up of what happens to you, while the other 90% is determined by how you react to what happens.
If you keep thinking about what has already happened, you will add your energy and emotions to it, ultimately causing the results to worsen and resulting in more sunk costs.
And you will also be particularly "mentally tired", as mental fatigue is more terrifying than physical fatigue.
Claude said in "Communication Theory" that no information will disappear, but will become weak and inaudible due to noise interference.
So I suggest you not to regret the past, not to make too much noise in your heart, but to focus on the most important things.
Result: Shallow effort
Let's talk about the results again. Too many people have focused on the results.
Give a few examples.
For example, he is a salesperson, and the company requires him to visit 5 customers every day.
But his efficiency was not up to par and he couldn't complete it. He only visited three companies.
He was afraid of being discovered by his supervisor and told him that I had completed everything.
In the library, some visit records were also compiled to deceive the supervisor.
What does he value? It is the result of "number of visits".
And he lies, essentially to conceal the truth.
But doing so doesn't change anything. It's impossible for him to lie and he really went from visiting three clients to five clients. On the contrary, he falsifies every day and keeps making mistakes.
For example, he is a manager.
The team's sales have not been completed, and his focus is on the result of performance not being completed. So his subconscious reaction is to work overtime and use the working hours to make up for the performance gap.
In the team, one carrot is a pit, and someone resigned. He only saw one pit and had to fill the vacancy, so he kept recruiting people. But not long after, I resigned again and he had to hire again.
He is still focused on the results.
Because in his eyes, there are only results. So he always "heals headaches and foot pain".
He only solved surface problems, not fundamental ones.
So he always goes around fighting fires, very busy, diligent, and hardworking, but without value.
Focusing solely on the "outcome" can lead to superficial syndrome.
Cause and effect: finding the root cause of the problem and solving it
Let's talk about causality again.
When I talked to Jiang Nanchun, the founder of Focus Media, Jiang Nanchun said: 'If the cause and effect are right, the result will be good.'. Don't care about the outcome, but rather about the cause and effect.
What is causality?
After seeing the result of one thing, he doesn't just go on and do another thing without stopping. Instead, they will stop, analyze, and see what exactly caused this result.
Return to the example above.
He is a salesperson, and the supervisor has designated 5 visits, but he only visited 3.
At this moment, his thought was not to cover up the problem, but rather to:
Why can others visit 5 but only visit 3? Is your own process incorrect? How can we improve efficiency? Can you request the help of the leader?
More important than covering up a problem is finding the cause of the problem.
Only in this way can we truly reach 5 from 3. From signing 3 customers to signing 5 customers.
He is a manager, and his first thought is not that the performance cannot be completed, but that he needs to immediately recruit people to fill the vacancies.
He was thinking about why they resigned? Are the outstanding employees resigning? Is the commission system unreasonable for outstanding employees to resign?
Is there a management issue with the direct leader of the departing employee?
When it is discovered that there is a problem with the system, then optimize the system.
It is a problem for the company's managers, so they should be trained to improve their literacy and abilities.
Only by doing so can we fundamentally solve the problem, retain talent, or else we will continue to recruit people.
You see, this is what I often say: sentient beings fear the fruit, and bodhisattvas fear the cause.
All sentient beings always value the result.
Wise people, on the other hand, value causality.
When things go wrong, he will think deeply and know where he made a mistake, in order to avoid making a mistake next time.
If he does something right, he will also think and see where he did it right, so that he can replicate past successes instead of relying on luck every time.
Only by finding the essential problem, solving the variables, and eliminating uncertainty, can we achieve once and for all.
Having such a low-level mindset makes it easier to succeed.
I believe that what is more important than diligence is the underlying thinking.
Don't just think about 'if', it will only lead to internal friction and additional sunk costs.