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Games We Play
In 1957, the term “cognitive dissonance” was coined by Professor Leon Festinger to explain the awkward mental state in which we think one thing, yet do another. In other words, the phenomenon of how we can unconsciously allow our blind spots to control our thinking.
Festinger observed, “The more committed we are to a belief, the harder it is to relinquish, even in the face of overwhelming contradictory advice.” He argues the more we attempt to prove what we know, the less likely we are to examine alternatives that may be equally valid, or even superior. Taken to its logical conclusion, this means we need to begin embracing ambiguity in all of its glory as a necessary part of the innovation process.
We need to begin growing leaders ...
