I sometimes call it “youth hypnosis” – the things we learn early, which become our opinion on how the world should work, and the rules about how the game of life should be played. And this is the beginning of the agreements we are beginning to make with ourselves. Even in normal, everyday situations, unspoken agreements can end badly and give rise to misunderstandings. To continue with the example below, “someone knocks on the door” can mean different things depending on the context. The reward of an organization that practices active listening and speaking around chords is a huge dynamic. A team synchronized with all its members is a team that can work with optimal strength. But what we often don`t realize is that while some of them are conscious, many of them are unconscious. Conscious diversity is spoken or written. Unconscious chords are not said, but often have an equally strong influence on us – even though we may not even be aware of it. Staying on track with our agreements means implementing these best practices consistently. The alternative is catastrophic and costly. Believe me, I saw it.
However, some people make the mistake of thinking that there was an agreement without having directly consulted the other party involved, so things are never really confirmed. For example, they think that if they always remember the other person`s birthday, the other person will always remember theirs. Or that if they always put the other person in front of themselves, they receive the same treatment in return. An agreement is essentially a pact between two or more parties. Of course, you can always make a pact with yourself, but for now we are talking more about social agreements. In an agreement, both parties promise to act in a certain way. People make deals if all parties involved think that a particular behavior would achieve a common goal. Third, renegotiate agreements you may not be able to meet: familiarity with your colleagues can lead to tacit assumptions that they don`t mind distorting a deadline or delivering only part of what you promised. This is an imaginary, tacit agreement that may not be true at all. If you need to break a deal, renegotiate with all the players involved first and have enough time for everyone to adjust again.