Having just looked at a list of bad habits posted on the internet, I can honestly say that whilst they are habitual repetitive behaviours, many of them are also disgusting! One site listed nail biting, throat clearing, lying, interrupting, chewing the end of a pen, smoking and swearing in its top 20 list of bad habits. And that's not to mention knuckle cracking and thumb sucking.
Habits are formed when a behaviour is consistently repeated. Eventually, it becomes an unconscious behaviour, that is, that you can do it without thinking about it. In just the way your unconscious controls you blinking, breathing and walking without you having to remember to make it happen, it also takes over responsibility for activating the habit.
In a sense, the levels of competency goes some way to explaining how this unconscious activity is created:
Unconscious Incompetence- Not knowing about it and not doing it. (Ignorant)
Conscious Incompetence- Knowing what needs to be done but unable to do it, lack of skill required.
Conscious Competence- Knowing what needs to be done and have to think about how to do it, in order to do it.
Unconscious Competence- Knowing what you need to do, and being able to do it without consciously thinking about how it is done.
We can see by looking at the levels of competency process, how a positive behaviour such as learning to drive for example, is taken through the above stages so that it shifts from a conscious activity, into an unconscious one. The problem with this process is that the unconscious mind will not distinguish between a good habit, and a bad one. When learning to drive, this is generally a beneficial habit to master, and biting your nails for example is not. However the unconscious simply responds to the programming it is given. It does make a distinction about whether it is right for you or not. The more times you repeat the behaviour, the more hard wired the behaviour becomes, good or bad.
This means that in order to break a bad habit, the automatic function of it, needs to be bought back into the awareness of the conscious mind, in order to give the conscious a choice about whether to continue with the action. This could be enough for some to break their pattern, yet for other, even though when they are conscious of the habit, may continue to pursue it. For example, many people who smoke and know that they should give up, are aware of the cigarettes they light up and inhale. Worse than that, they are even conscious of what they are doing to their depleting immune system as they do it- and still they continue- why?!
The answer is that they get some sort of a pay off. An opportunity to be destructive and release some tension by biting your nails, or a moment to drift off and take a break from the busyness of work when having a fag. In the great scheme of things it's important to note that these payoffs are of course only temporary. They only alleviate pressures for a short amount of time and usually come with a down side, such as ultimately damaging your health, the way you look, the way you feel, or the way people respond to you.
NLP techniques are great for helping to get ?leverage? for applying pain to the unwanted problem and pleasure to the solution. Anchoring techniques can provide an instant desired state to relieve tension for example, so that it is no longer achieved from performing the habit. A Hypnotherapist can be consulted to reprogram the unconscious part of the mind, linking unsavoury feelings to the unwanted behaviour (for example feeling sick if you go to put your fingers in your mouth to bite your nails) and forming new habits to deal with stressful/ boredom situations in a new empowering way.
A Hypnotherapist in Hertfordshire can help you to achieve a state of well being and to be rid of bad habits. Hypnosis works because of the clients ability to focus on the hypnotherapists voice. Hertfordshire Hypnosis teaches hypnotherapists how to use their voices to create the best level of trance possible.
List Of Bad Habits
Once you've taken stock of yourself in terms of where you have trouble dealing with irresistible forces, look at the habits in evidence throughout your organization. Use your answers to the following questions to determine your enterprise's strengths and weaknesses when it comes to managing irresistible forces:
(1) What irresistible forces are already affecting your enterprise? A good beginning is to compile a list of the irresistible forces that you understand are already impacting your organization. You can learn a lot about your organization's likely future actions by studying how it has acted in the past. Be careful to consider any unique influences of customers, suppliers, competitors, employees, new technologies, new social trends, demographics, economic factors, governmental regulation, and community attitudes.
(2) What has your enterprise done well in responding to, adapting to, anticipating, and creating these forces? It is important to see irresistible forces in a positive light in order to take advantage of their potential to help your organization. For that reason, it's necessary to carefully look for past positive responses.
In making future changes, you want to keep these good habits in place or even build on them to create even more effectiveness. In answering this question, consider the timeliness of the response as well as its appropriateness. The classic example of a positive response to product tampering, which may return again, was Johnson & Johnson's immediate recall of all Tylenol products.
(3) Why did your enterprise do well with regard to these forces? Answering this question will help you identify the causes of your success. These may relate to the skills possessed by various employees, information your organization develops and analyzes, or an ability to focus as a common thread running throughout the organization.
Keep asking for the reasons until you think you have the underlying causes. Johnson & Johnson has subsequently used scenarios of possible future events and values reinforcement to help them be prepared should these circumstances recur.
(4) What habits would have helped your enterprise to be more successful in these past situations? You could re-examine history here to model what would have been an ideal response to the irresistible forces. Then step back to see what habits would have helped your organization to make that ideal response.
(5) What existing habits are in conflict with these habits that would help you be more successful? Contrast your current habits with the ideal response habits. Be careful not to overly model on past situations. The future could be quite different; in fact, you can count on it!
Here's an example of how ignoring irresistible forces can be dangerous: Remember when RJR Nabisco was purchased by KKR? RJR's CEO Ross Johnson thought the company was too large for anyone other than management to bid on. That belief caused the company to waste resources and stalled progress, by making the company feel falsely immune from irresistible forces requiring continuing good business performance and a higher stock price.
Where is your organization pretending that irresistible forces don't exist?
Copyright 2008 Donald W. Mitchell, All Rights Reserved
Both Gemma Bailey & Donald Mitchell are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Donald Mitchell has sinced written about articles on various topics from Education, Insurance and Internet Marketing. Donald Mitchell is CEO of Mitchell and Company, a strategy and financial consulting firm in Weston, MA. He is coauthor of seven books including Adventures of an Optimist, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. You can. Donald Mitchell's top article generates over 33100 views. Bookmark Donald Mitchell to your Favourites.