In my posts I describe my views from the book: on leadership, management, martial arts, West and East in different ways that can add to the personal growth of a leader through Wing Chun Philosophy.
But the main purpose is to show, that there are other ways of thinking!
Cause and consequence / Urgent and important
psychology cause and consequence refers to the concept of causality. An action
or event will produce a certain response to the action in the form of another
event. People tend to have first reaction as a doubt. Doubt is defined as a
safeguard, as the demarcation of truth and untruth, as well as the delimitation
of the credible and incredible.
English: A doctor examines a female patient. (Photo credit: Wikipedia)
The basic “misunderstanding”
of the concept of cause and consequence - two different parts of the same coin
- is revealed time and again when visiting a medicine doctor in basically any
country of the Western hemisphere. Based on your complaints a physician determines
what is “wrong” with you and then prescribes a medicine. Normally, they don’t
bother themselves with the cause of your problem. Why? Is it ignored due to insufficient
and incomplete knowledge or are there other reasons? In ancient China there was
a different practice when dealing with illness and medical doctor earnings. People
gave payments to a doctor not when ill but when they were healthy. When sick they
were invited by a doctor to live with him and a doctor had to treat them free
of charge. And how do our “Western” physicians earn their living?
for the future sometimes causes anxiety. If, when planning, there is no proof
of a connection between cause and consequence, a Western mind is driven to
uncertainty. The initial reaction is to treat the problem – the consequence
and, almost never, the cause. When financial markets exploded because of greedy
banks, what was the first reaction? Don't crash a banking system! Just take
from the state budget or, more precisely, take from the citizens, they should
pay although they had nothing to do with it.
management this “cause
and consequence subject”
becomes obvious when dealing with urgent and/or important matters. Time
pressure “ favours” the first – the urgent matters. But, is it a good practice?
When dealing with urgent issues there is simply no time to think about
important ones, too. However, the once important issues sooner or later become
urgent. So, instead of visioning and dealing with important topics and having a
time to solve them properly, we don’t have time enough at our disposal as the
urgent matters keep piling up. And important matters (cause) are pushed into
the future to become later urgent (consequence). Why do we perform so?