Welcome to the belivernomics blog


I will try my best to update this webpage with  thought provoking and interesting content, as often as I can.  Please feel free to leave comments as  there is much that can be learnt from the sharing of ideas.

By pa360, Jan 18 2015 09:51AM

You must have heard that quote before? You know, the one that goes: "If it walks like a duck, quacks like a duck and looks like a duck, then it must be a duck". I like the simplicity of that quote because it infers something very simple which is: use your common sense.

There is however, one small problem: whilst most of us would have no problem in correctly identifying a duck; a shared definition of 'common sense' may not be as easy to arrive at. Indeed, common sense is the greatest of all assumptions as it implies common knowledge, common understanding and by implication a common response. As case in point, when we feel thirsty our knowledge and understanding of thirst dictates that we need to take in fluids. However, if whilst thirsty, one were to reject a glass of fresh water in favour of a bowl of salty nuts, people would rightly wonder whether that individual was using their common sense. The thing that gives common sense its 'bite' is the fact that it assumes that, when faced with a set of circumstances, most people would act in the same way.

Things get much more complicated however, when you look at other scenarios. Is there for example, a common sense understanding of how we should respond when people make mistakes? How we should respond in the face of failure? Or how we should respond to a colleague who works hard, but still doesn't quite hit the mark?

These are the sorts of issues that concern us at believermomics. From our perspective, we would like to think that many if not all of our insights are common. However, knowledge and understanding visible and plain to some, may be less visible and plain to others. Our added value therefore is to present an uncommon perspective on common issues and by so doing, make insight accessible to a wider circle of learners. We do this by assembling facts, highlighting interdependencies, spotting patterns and building profiles of successful behaviours.

Here's a closing thought, did you know that a domino effect can be triggered when you value people? It goes something like this: with a greater sense of one's own value comes greater satisfaction and with greater satisfaction comes increased productivity. Increased productivity meanwhile delivers improved performance and with improved performance comes improved outcomes. Sounds like common sense - but then again, that assumes all sense is common doesn't it?

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