Is it good to be skeptical?

Doubt: The 2 sides of skepticism

They are in every team: Doubts and doubts. Colleagues who question everything skeptically; always see what could go wrong and raise concerns about anything and everything. Such skeptics can be annoying. Much worse, however, is that negative experiences with doubters lead to others not expressing their justified and technically justified doubts in the first place. Who wants to be nagged forever Doubts and seekers stand on one level? Pity! Teams and companies lose a lot of potential. Because doubts can be extremely important. Incidentally, also for your own career ...

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Doubt: definition

What are doubts anyway?

According to the definition, doubts are initially nothing more than Warning signals. A mixture of subconscious and conscious processes reports: something is wrong, it cannot work that way, is unclear or strange.

Doubts often arise purely due to a lack of information and subside as soon as the necessary data is available. However, it is not always that simple. Sometimes doubts arise precisely because someone has a lot of information. Those affected then see from experience Risks and problems that their colleagues do not even notice.

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Skepticism: advantages and disadvantages

There are people who do everything weigh carefullybefore you get started; get a second opinion and always check all the details, in the end happy to find a fly in the ointment. At least one.

The first part is very clever, the second dangerous. Nothing against one healthy skepticism, but doubts can also have a destructive effect, slow down and paralyze developments.

On closer inspection (but unfortunately often overlooked) these potentially negative effects are a good reason to be active and even more intense with the existing doubts too busy. Sooner or later everyone has doubts - about the purpose of their own job, the career path they have chosen or, specifically, a project. If used correctly, such doubts can increase the quality of work and move you forward in your career.

Everyone knows the phrase: If only I ... then ...!

  • If I would only have more responsibility then I could do more.
  • If I would have more power then a lot would change here.
  • If I would have more money then I would be happier

Such If-then phases keep popping up in life. Mostly when someone is dissatisfied with himself and his situation or is stuck in a professional dead end. But if-then phases are delicate: Your disaster begins with the conviction, there would be an insurmountable mountain of conditions before you. We only see the mountain and no longer the summit. Quite a few then stop in front of the obstacle like the mouse in front of the snake, turn around or prefer to take countless, supposedly easier detours.

Anyone who always thinks doubtfully and pessimistically usually has one distorted perception.

Although they are happy to pretend notorious nonsenseers No longer able to look at the problems from a neutral position and from a sufficient distance. You have long been (morally) motivated and operate selective perception.

The best way to overcome such doubts is to understand them. Finally, doubts can also be used as an occasion for self reflection.

The following ten questions help:

  • Why do you trust doubts more than the first impulse?
  • In what situations do you get self-doubt?
  • What exactly makes you think and feel that way?
  • What opinions or experiences are behind your pessimism: your own or those of other people who have shaped you in the past: parents, teachers, colleagues?
  • If it is not your own experience, what makes you so sure that it applies to you?
  • Do you give in to doubts because you feel more confident in the role of the skeptic?
  • Are you afraid of the new, of criticism or of failure?
  • What is preventing you from believing in yourself and your possibilities?
  • Or do you have moral doubts? Is what you are about to do ethically questionable or wrong?
  • What would you have to do to calm your conscience?

Don't let doubts and supposed conditions chase you into the field, on the contrary: healthy and skepticism used constructively can even advance to a career engine in the job and be helpful in building one's own reputation.

Use the concerns that arise to deal with the problem at your leisure. Check carefully which aspects are legitimate, but look for them at the same time possibilities, to solve the problem. Step by step. After all, you can only reach the summit in stages.

In short: be when in doubt not part of the problem, but part of the solution. In the end, it was you who gave the decisive impetus to make important changes and improvements.

Doubt: Sayings and aphorisms about uncertainty

"Impossible," says your heart.
“Too much risk,” says your experience.
“Pointless”, say the doubts.
"Try anyway," whispers your heart. (Unknown)

If you think too much, you create problems that don't even exist. (Unknown)

Faith makes you try the impossible. Doubt, on the other hand, keeps you from the possible. (Marcel Baumert)

Doubts are traitors: they rob us of what we can gain if we just try one thing. (William Shakespeare)

Doubt kills more dreams than failure ever could. (Unknown)

The inner voice sometimes needs a mouthful. (Unknown)

Any doubt is just a reminder of the question, "How much do you want it?" (Unknown)

The worst enemy of happiness is doubt, and nothing paralyzes our powers or upsets our mind more than a state of uncertainty and indecision. (Ernst Curtius)

Whenever you doubt how far you can go, remember how far you have come. (Unknown)

Life always offers you a second chance - her name: Tomorrow. (Unknown)

You can! End of the story. (Unknown)

Skeptic: This is how the questioner becomes a decision maker

Skeptics do not have the best reputation, however: In our everyday work we repeatedly encounter types who play the role of critic and Diaboli advocate fallen because of it itself invulnerable stay. A concrete and constructive counter-proposal? Nothing. Just chronic suspicion.

Your lack of courage, your intolerance and hostility to innovation hide such narrow minds cloudy doubts, (unfounded) Counter-theses and Queries terror. Could go wrong ... but it doesn't have to.

A classic one drama. Because great stories always need great obstacles: Perseus needed Medusa, Odysseus his Odyssey, Moses his sea and Captain Ahab Moby Dick.

It's no different in the office: when new projects come on the table, companies merge, restructure, cut costs and have to move items, there is plenty of movement in the office. A good thing is that in which Euphoria of departure after all, a lot of old ballast can be thrown overboard; The cards are remixed; the game will be exciting again. But it is also the hour of Skeptics.

By turning small dangers into potential ones Disasters talk up, recommend yourself to the hero of an imminent crisis that you have long since seen coming.

Accordingly, they scribble around everywhere, stick with hers I-see-that-but-different-attitude up, cause a bad mood and drain the already strained nerves of the workforce. Or as Friedrich Schiller argues in his Wilhelm Tell:

If you think too much, you will achieve little.

Nobody likes obvious brakes. Even the skeptic knows that. Therefore, he always surrounds himself with one Aura of the intellectual: Sometimes he refers to studies, sometimes he makes plausible arguments at first glance or asks suspicious questions.

Clever! Because if you ask you don't have to commit yourself and don't say anything yourself. To do this, he forces the others into one Justification spiral and remains apparently neutral itself.

No question, a little suspicion has its justification, because it also slows down blind euphoria and helps to avoid mistakes. But it is the same as with any medicine: the dose makes the poison.

The Role of guardian and auditorwho puts everything on the gold scales can also be an attitude to cloud one's own insecurity or even inflexibility and lack of courage.

Stupid skeptics: how to deal with skeptics?

But it is also like this: with many new projects there are usually many nonsensical because sometimes changes are only made so that the respective department heads look active. According to the motto: The new is the old is the good, the main thing is different - that's that.

That is why critics are extremely important in change. At first (and ideally) they are calm and sober observers. They examine proposals for their feasibility and where unthinkable risks lurk. In doing so, they never lose their grip on the ground, they remain tenacious, analytical and constructive.

In the now-everything-gets-better euphoria, they don't let the virus infect them, keep a clear head, question the questionable and save the company, the department, the colleagues from serious, costly mistakes. Anyone who prematurely ignores skeptics can easily lose them Traction. And can crash.

A connection that, by the way, does René Descartes Enlightened in the middle of the 17th century. Its actual guiding principle wasn’t So I think I ambut rather:

Doubt is the beginning of all wisdom.

Some skeptics may be the truth Thought leader and thus important forces in the upheaval and upheaval phase. They certainly need more attention and guidance than others, are more strenuous and occasionally slow down the pace. Overall, however, they can help to improve the result.

In order for the story to have the chance to become really big, it must be heard and, in part, also cared for, so that the Restart not mutated to the Icarus command.

Skeptics have to be included

In the case of the skeptic, first of all, what applies to everyone Divas in the office The rule is: Don't take anything personally! The guy can't help it. Let them raise their concerns, listen carefully, and let them know Play advisorthat flatters him.

In general, they are best suited for him (as well as for pedants and bean counters) following strategies:

  • Always stay factual.
  • Also argue with Numbers, studies, facts.
  • Assumptions, assumptions, Speculation is taboo - The general incites the skeptic on.
  • Convince yourself Level of detail.
  • Go to each question individually one.
  • Do you recognize mere rhetoric in his questions, ask back and ask him to clarify his doubts.
  • Ask him, where the skepticism comes from - possibly previous experiences? What's different this time?
  • Show the doubter that you too have a lot thoughtful and balanced that gives him security.
  • Make you feel like one consensus as well as finding a plan B.
  • Harness him for this one Security plan B a.
  • Transfer him Partial responsibility for the project.
  • But at best practice subtle pressure out.

The last three points are essential. As I said: Skeptics to be and to recognize possible risks everywhere is easy. If everything works out, nobody is interested anymore; if something goes wrong, the skeptic can triumph as a misunderstood genius: You see, I warned you right away!

So from the Suspicion and suspicion Not just nagging but really something constructive should you get the skeptic out of his or her Comfort zone lead out and specifically clamp. Being a critic is easy. But those who take part also have a responsibility and duty not to let the concerns arise in the first place.

As soon as the colleague learns that, the chronic critic and notorious skeptic also delivers again well-founded decision-making aids - and then really helps everyone, Overcoming doubts (and one's own skepticism).

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