QVT for all and for all, and by all and by all

Without any condition, the human being is conditioned by his human condition, since he is programmed to function in such and such a way: Survival reactions in the face of a danger such as the mammoth for the ™caveman (same stress for work issues), legs to move around, a liver to digest, hormone secretions to regulate, etc… but every day , everyone is conditioned by their behavior, and unfortunately more often badly than good in the different spheres of life. This is particularly the case in the professional sphere with a potentially ambivalent assessment for the Quality of Life at Work (QVT) In psychology, conditioning can be of two types:

The fact of often repeating such behavior, such habit, salting a dish without even knowing if it’s already done, telling someone “are you ok?†without waiting for answer, look at your tablet, and it is the routine that sets in and influences us to continue even if it is not adapted to the situation. For example: I often cross my legs, I hurt my knee and crossing my legs is contraindicated and uncomfortable, and I continue to cross them when it is painful, but it is a conditioned reflex ©. I’m reassured by this habit, and the fact of not being able to do it anymore and I’m in pain… it’s paradoxical… Advertising manipulates us to make us buy, the spot which is shown three times in a row has more impact because there is repetition, and the targeted consumer manipulates himself every day by repeating the same actions that make him feel safe because they are known and recognized. The lack of time which is perceived in our society accentuates these processes which are veritable vicious circles.

Conscious conditioning is part of our daily work, for better or for worse. It is often linked to the learning of gestures, decisions, relational behaviors. The best is in the conditioning aimed at combining efficiency, fluidity and pride in the work. A conditioning generating a win-win result for the organization and for the mental well-being of the individual. The same is true for some of the daily decision-making at work: those that allow us to move in the right direction based on past experiences. The more they are repeated in the same direction, the more the automatisms are reinforced, saving us time and at the same time reinforcing our feeling of efficiency and mastery.

Conditioning in consciousness always requires an effort, an additional energy to those necessary for the same gesture, the same decision or the same relational behavior that would already be part of a routine. In very changing environments, we understand how the mental capacities of the individual can find themselves overstretched, rarely or never providing the comfort of automatism. Indeed, in such environments, it is difficult to reach the level of routine, because a change unravels what had been patiently knitted and orders a new piece of knitting. Let’s give a few examples: procedures that change every 4 mornings, software that needs to be changed regularly, mobile phones whose interface evolves, colleagues who change due to a high rate of turnover and/or reorganizations.

Automatisms become unconscious: walking – acquired in childhood-, driving, smoking or performing a repetitive gesture. We love mental shortcuts. This leaves room for something else: concentrating on the route behind the wheel, quickly filling in your chart. With the key surprises: if you are not careful, you end up in the office the day you leave on vacation and with non-compliant results in your table. Routine is the ability to do or to know acquired more by use, by heart, than by study, without valuation or anchoring in theory. The lack of understanding of the why of what we do prevents questioning. The routines are firm and closed. And like a little known path, they reassure and de-stress. If the routine is reassuring, it can even go as far as OCD and cause anxiety, stress, when it is no longer possible to do it. The routine even when it is positive if it is not revisited in consciousness can no longer be in the right dynamic. The blind lack of hindsight and habit takes over, reassuring because known, but deleterious when more suited to the situation. It is well known in the field of rehabilitation, a person who wears a bandage on his ankle following a sprain, even if the problem is solved it is very difficult for him not to not put it on in the morning when you get up when it is no longer needed and it is even not recommended.

Perhaps you say to yourself that this title smacks of an oxymoron. When we talk about routine, we often think of actions that we carry out without even realizing it. For example: taking your car to get home after work and thinking when you get home “Hey, I’ve already arrived!â€. In reality, the same routine driving could have seen you enjoying the driving moment, the comfort of your car, the joy of shifting gears. When routine rhymes with fluidity, it is important, even essential for one’s mental well-being, to become aware of this fluidity, to appreciate it, to give oneself recognition, to feel gratitude for those who participated in the construction of this routine and perhaps to find an opportunity to go and express to them a recognition that we do not remember having expressed before.

One of the virtues of routine is that it conceals in error something to innovate and invent. The routine can be a space of free time for the mind – or of boredom – or on the contrary a space filled with concentration on the fluidity of gestures.

Conditioning and routine without awareness and without periodic distancing are but ruins of the soul; these are repetitive movements without any questioning of the merits of their implementation. It is automatism without consistency. Conditioning and routine in due conscience are known, recognized movements which are lived with appreciation and allow to control more, to improve in accuracy. It’s automatism in density.

Conditioning gives the worst when it seeks to force through the individual, when it is motivated by a logic of adapting – vigorously, like a hussar – the man at work and not the other way around. Force through against his ethics, against his conception of the quality of work, of work, of life at work, of relationships at work.

Routine is a factor of QVT insofar as it brings stability, without enslavement and without instrumentalization, in the service of the physical, psychic and social well-being of the individual. Such a routine then produces lasting individual and collective efficiency.

Writing articles for you has become a real routine for us, we are conditioned for it, but rest assured in CONSCIOUSNESS, and we like to do it for you.

Collective article of the editorial committee: Caroline Rome, Dominique Poisson, Olivier Hoeffel

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photo under license creative commons – author: Martin Deutsch I have just published a column related to the Quality of Life

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give four examples of routine decisions

What are the 4 decision-making steps?

Once you have a general idea of how you make decisions, follow these four steps to make the most effective decision possible:

Define the problem or need: .

Analyze the issue at hand: .

Implement and communicate: .

Learn from the process and the outcome:

What are some examples of decision-making situations?

You have many decision-making examples in daily life such as:

Deciding what to wear.

Deciding what to eat for lunch.

Choosing which book to read.

Deciding what task to do next.

What are the 3 types of decision-making actions?

Decision making can also be classified into three categories based on the level at which they occur. Strategic decisions set the course of organization. Tactical decisions are decisions about how things will get done. Finally, operational decisions are decisions that employees make each day to run the organization.

What are 3 things to consider when making life decisions?

The Three Things to Consider When Making Life Decisions

Weigh the pros and cons. Make a list of what’s good about the decision and what isn’t. .

Listen to your gut. .

Consider the impact on others. .

Check the alignment. .

Avoid negative drivers. .

Seek advice. .

Compare the risks versus rewards. .

Three Decision Criteria.

What are the 7 types of decisions?

There Are 7 Types of Decision Making. Which One Is Best For You?

Decide and announce. .

Decide and then communicate to others. .

Present the decision and invite comments. .

Suggest a decision and invite discussion. .

Present the situation for input and joint decision. .

Explain the situation and ask the team to decide.

.•

What are the 5 types of decisions?

Types of Decisions

Strategic Decisions and Routine Decisions. .

Programmed Decisions and Non-Programmed Decisions. .

Policy Decisions and Operating Decisions. .

Organizational Decisions and Personal Decisions. .

Individual Decisions and Group Decisions.

What are some decision-making questions?

Decision-making interview questions

How would you mediate a dispute between two employees?

Describe a time you made an unpopular decision (woops). .

Would you describe yourself as a team player or a lone wolf? .

On team projects do you step up to lead or step back and follow?

.

What is an example of a personal decision?

Simple personal decisions are: (i) Food related decision: The foods to eat, when to eat, how to eat, should I eat snacks, sweets, how many times to eat in a day, etc. (ii) Clothing related decisions: What dress to buy or wear, what hair do to wear, etc.

What are the 3 decision rules?

The three decision rules for inventory control are objectives, restraints and variables.

What are the 6 skills for decision-making?

Here are some of the most important ones:

Identifying and solving problems.

Analytical Thinking.

Reasoning.

Effective time management.

Being a good listener.

Relationship and communication skills.

Effective leadership.

Teamwork.