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A mind not to be changed by place or time, the mind is its own place and in itself can make a heaven of hell, a hell of heaven. - John Miton
The organisational literature suggests a plethora of techniques available to managers to enhance their managerial effectiveness (e.g., planning tools, decision-making guidelines, etc.). However, an often-overlooked skill that could assist managers in overcoming obstacles in their daily jobs involves the self-- management of their cognitive processes. In fact, a leading psychologist has written, "One of the most significant findings in psychology in the last twenty years is that individuals can choose the way they think," (Seligman, 1991, p.8). It has been suggested that managers can better lead themselves and work more effectively with others by applying strategies that help them to manage or control their thoughts. More productive thinking and improved performance are the payoffs. This theory, labelled Thought Self-Leadership (TSL), centres on employees' establishing and maintaining constructive desirable thought patterns (Neck & Manz, 1992; Manz & Neck, 1991; Neck & Milliman, 1994). This perspective suggests that just as we tend to develop behavioural habits that are both functional and dysfunctional, we also develop habits (or patterns) in our thinking that influence our perceptions, the way we process information, and the choices we make in an almost automatic way.
Opportunity vs. Obstacle Thinking
An example of the types of thought patterns (habits) that one could adopt include "opportunity thinking" vs. "obstacle thinking" (Manz, 1992). Opportunity thinking involves a pattern of thoughts that focuses on opportunities, worthwhile challenges, and constructive ways of dealing with challenging situations. Obstacle thinking, on the other hand, involves a focus on the negative aspects (the obstacles) involved in challenging situations - e.g., reasons to give up and retreat from problems. For example, assume that a vice-president assigns to a two person management team a very lengthy and challenging project involving an area that is of primary concern to the company's board of directors, and the board will receive the final report of this project. One member of the team views this assignment as very challenging - yet as a chance to show her abilities to her supervisor. The other manager perceives the situation as a chance to fail...