Being open to the messiness of uncertainty is often difficult. Performance behaviors are patterns, routines, and habits. With challenges a natural course of reaction is common. An issue may be some behaviors are causing breaks in relationships, purpose, and health. With time and effort behaviors may change to repair and support teamwork, productivity, and competitive advantages.

Performance sharpens by accepting ambiguity.

Embracing mystery will build relationships, enhance purpose, and improve skills. Sensations following feelings to what may appear as a fuzzy or messy issue are often uncomfortable. Fear or doubt causes periods of rationalizing perceived risk factors. Sociology and psychologist author Malcolm Gladwell, psychologist Daniel Kahneman, and business woman Arianna Huffington revealed how sensations effect rational.

Build Relationships

“Good teaching is interactive. It engages the child individually. ” Gladwell coined the Stickiness Factor towards a tipping point. Here he identifies building relationships to a child’s learning process, which also mimics adult learning styles. “It uses all the senses. It responds to the child…once the advice became practical and personal, it became memorable intellectually and physically.” Interaction engages all sensory functions. Responses that are personalized require moments of mystery to reflect instead of repetitive antics.

Those with little to no awareness of their sensory capabilities miss the stickiness factor. Building muscle-memory responses facilitates becoming better communicators.

Enhance Purpose

“One of the most significant discoveries of cognitive psychologists in recent decades is that switching from one task to another is effortful, especially under time pressure…the most effortful forms of slow thinking are those that require you to think fast.” Kahneman is identifying employee experiences that repeatedly occur each work day. Switching to a new task energy requires effort. Enhance the purpose of effort with colleagues. Accept periods of ambiguity as an alternative to creating fast-thinking or task-changing demands.

Effortful forms of thinking are unavoidable. Environmental factors, energy conservation techniques, and the art of communication improves performance outcomes.

Becoming your Best

Huffington learned that, “any tool that can increase our self-awareness and ability to listen and be in the moment is invaluable.” Following personal trauma, she researched and authored Thrive to share how “wellbeing” complements performance outcomes. Page one begins with “what is a good life?” Self-awarenss is active listening. Becoming your best requires comfort with uncertainty. Awareness is concern about of an issue which then leads to knowledge or perception and facts. Those moments of concern are most often ambiguous.

Design-thinking improves awareness to personal values, beliefs, body function and structure. Quality of life blends personal and professional performance skills. The art of blending both while upholding workplace and personal values, beliefs, functioning and structure is key to being productive.

Embracing ambiguity while maintaining low stress is a skill for upholding relationships, purpose, and my best self. Below are interiors and products similar to what I seek through knowing how to modulate my performance behaviors. To learn design-thinking schedule coaching through our Equip Package.

DESIGN^sensory craving | kitchen design to achieve your best self if with an insatiable drive for enhanced sensory experiences
DESIGN^interceptive | objects that encourage breathe in times of difficulty
DESIGN^body position | movement through space calms nerves with this Rocking-Chair


Gladwell, M. (2002). The Tipping Point: How Little Things Can Make a Big Difference. New York, NY: Back Bay Books.
Kahneman, D. (2011). Thinking, Fast and Slow. New York, NY: Farrar, Straus and Giroux.
Huffington, A. (2014) Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom and Wonder. New York, NY: Harmony.

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