Indeed. What you describe is something I usually call mapping: understanding the environment you operate in and positioning yourself so you don’t unintentionally become the scapegoat.
In many situations the direction of decisions is already structurally clear. The problem is that the surrounding context is rarely shared widely. Without that context, people participate in processes that appear open, even though the outcome is largely predetermined.
In my essays I dive into this as making the invisible visible cross domains. Or, as Musashi wrote: “Perceive that which is not visible with the eye.”
Once you understand which intentions drive which behaviors, you can begin to reverse-engineer the decision process. I call this pattern literacy. The missing context becomes clearer, and the next moves become far more predictable. Equally the position you have been placed in, or manoeuvred yourself in.
The difficult part is that many people only learn this through costly experience.
Indeed. What you describe is something I usually call mapping: understanding the environment you operate in and positioning yourself so you don’t unintentionally become the scapegoat.
In many situations the direction of decisions is already structurally clear. The problem is that the surrounding context is rarely shared widely. Without that context, people participate in processes that appear open, even though the outcome is largely predetermined.
In my essays I dive into this as making the invisible visible cross domains. Or, as Musashi wrote: “Perceive that which is not visible with the eye.”
Once you understand which intentions drive which behaviors, you can begin to reverse-engineer the decision process. I call this pattern literacy. The missing context becomes clearer, and the next moves become far more predictable. Equally the position you have been placed in, or manoeuvred yourself in.
The difficult part is that many people only learn this through costly experience.
Thank you , this was an excellent read!
Appreciate you!