Middle Way Management and the Cognitive Domains

In my last post, I discussed the primary role compassion plays in Middle Way Management™, at both the theoretical and practice levels.  Well, after a long and interesting conversation with a working manager, it became clear to me that focusing the practice methodology on compassion alone is not the answer.  I've devised several "Cognitive Domains™" that work hand-in-hand with the practice methodology.  Only by recognizing and working within these domains can a Middle Way Manager™ fulfill his vital role.

The Practice Methodology
Before introducing the cognitive domains, I thought it would be handy to review the practice methodology. As you may recall, this methodology is comprised of six steps:

1. Team member agrees to work with the manager to change a habit/behavior,
2. Manager identifies the habit/behavior domain to be changed,
3. Team member collects complementary stories within the habit/behavior domain and shares them with the manager (resistance will be encountered during this stage and must be overcome in a positive, encouraging manner),
4. Manager checks in weekly with the team member and provides positive encouragement,
5. Manager and team member observe changed behavior(s) during the process,
6. Manager and team member wrap-up the process and make an assessment of status.

As I stated in my previous post on neuroplasticity, this approach works because the act of collecting and sharing the stories over the course of 30 days puts the team member's brain into "alpha wave" mode in which implicit memories are encoded and habits and behaviors are permanently changed for the better.  Though the process is foolproof, the manager will experience resistance from the team member.

Not to worry - this is a natural and expected part of the process because the ego resists change at all costs.  This manifests in different ways; typically, the team member will stop providing the stories and will shift to providing excuses such as, "I don't have time in my busy work day to send you stories." The manager must remain positive and encourage the team member to resume sending the stories.  Once this hurdle is overcome, it is usually smooth sailing until the 30 day process has been completed.

The Cognitive Domains
In my last post, I explained how I realized that compassion is the end-all of Middle Way Management.  I have not changed my position on that point, yet I recognize that managers are suffering, too.  While discussing Middle Way Management with the manager I mentioned above, he expressed concern over how to remain compassionate in the face of challenges that might result in a team member's termination. I quickly realized the manager was compassionate, he just did not have the knowledge and/or practice methodology to go about helping his team member.  Enter "Cognitive Domains."

You can think of the Cognitive Domains and meta-categories of behaviors. For instance, the first domain, "Mindful Awareness," is composed of several characteristics used to identify a team member's challenges in that domain. These characteristics, while stated in the positive such as, "Exercises acute workplace awareness at all times," can be used to identify team member deficiencies within that domain. The identification process is a key component of applying the methodology within the context of Middle Way Management.

The Cognitive Domains of Middle Way Management are:

1. Mindful Awareness
2. Compassionate Practice
3. Motivational Disposition
4. Expanded Worldview
5. Knowledge Creation
6. Systemic Outlook
7. Focused Framing
8. Coaching Skills

As I spoke with my manager friend, we explored the habits and behaviors of the team member about whom he was concerned.  Over the course of our conversation, it became clear how the team member's attention to detail (i.e., limited view of his role in the organization) was contributing to his under-performance in ways that were threatening his continued employment with the organization.  In this case, he exercised Focused Framing well, yet lacked sufficient Systemic Outlook that allowed him see his own place of importance in the larger organizational context. This results in a lack of motivation that seriously affects the team member's performance.

Applying the Methodology
Because my manager friend is a good Middle Way Manager, he does not want to terminate the team member. He believes the employee is fully capable of performing in stellar ways. This is an important point because the buy-in of the manager supersedes all other efforts here. If a manager does not want to work with a team member and would rather terminate him/her, what's the point of applying the methodology? Then again, a true Middle Way Manager will act with compassion and demonstrate a level of commitment that will move him into a positive, helpful space in which he can help an employee change his or her habits and behaviors.

As I explained how the methodology consists of the six practice steps above, I could see my manager friend become more comfortable with applying it in his workplace, though he did voice some concern that an initial application would require some support, namely from me. I explained to him that the forthcoming book and accompanying Web site would help with Cognitive Domain identification and practice support, which will be available to all who purchase the book.

The Whole Point
The whole reason for this post is centered on my new understanding of how important the Cognitive Domains are to the practice of Middle Way Management. While compassion as the relief of individual and organizational suffering will remain at the heart of Middle Way Management, a compassionate manager will be able to relieve team member suffering by applying the practice methodology with the help of the Cognitive Domains. And s/he will do it with all of the aid and support I can offer (more on these upcoming offerings in a future post!).

Go now, and manage with compassion.

Onward! Darin

Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.