Biomedical Engineering Reference
In-Depth Information
behavioral norms, for example, about whether to start without having
checked the written assignment, which they had forgotten and left in
the car. There was also an implicit agreement to leave the cooler
immediately and run away.
Case 2
As soon as the student driver starts to develop a mind-set that is
suitable for understanding driving behavior of others, she will learn
from the driving style of other people, even when she is not driving
herself.
8.4 MIRROR SYSTEMS AND BEHAVIORAL CHANGE
We have seen that mirror systems make it possible to analyze
behavior, share intentions, and probably also share values involved.
At the same time, we have seen that values are constantly recon-
firming themselves via interpersonal loops of that same mirror
system. If we work in a cooperative way in a team of 10 persons,
we constantly get feedback of the value systems of nine other
colleagues. In Chapter 2, we stated that we mammals have an
innate survival mechanism to stay close to the group. Because it
was once too dangerous to leave the group, we have an innate
tendency to stay close to each other. This closeness is also relevant
in our value systems: We mostly like people who share comparable
values. The basic tendency is to stick to the most common
value system of the group. The stabilizing powers of a team are
enormous. A fundamental question is how teams can change their
value system and whether we can manipulate this change process.
As soon as one person wants to change a value because he no lon-
ger believes in the old one (let
s call him a challenger, because he chal-
lenges a basic team value), he creates tension between himself and the
team because he alienates himself to some extent from the general
opinion. This tension is a necessary ingredient for change, but at the
same time it is also unpleasant. This creates a dilemma for those who
want to change a value.
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