There is a dangerous belief that you, the observer, may know better than the person does him or herself why they do what they do, much of it based on popular myth and pseudo-psychology. It claims to ‘explain’ the links between what may be observed and the supposed underlying or unconscious motivations behind those actions. As a result, people act on presumed knowledge of others’ intentions and motivations without seeing the need to slow down and inquire into what facts might be proven first. As a result, many a relationship is ruined that might readily have been rescued, and stereotypes replace thought and understanding as the basis of dealing with those around us.

One of our society’s besetting sins is filling every waking moment with activity. Yet research shows that being bored is often useful — even essential for provoking you into more innovative and creative ways of thinking. Research is suggesting a very different value for those times when our brains are apparently idling. Falling into a quasi-trance allows the brain to recast the outside world in ways that can be both productive and creative, at least as often as they’re disruptive. Carmine Coyote suggests at least four constructive ways to use that time when boredom sets in for useful purposes.

In the first of our Coyote Tales, Coyote explains how to avoid overwork and exhaustion, while still getting things done — and why time management is rarely, if ever, the answer. [Podcast]

Many of our problems we bring on ourselves, usually by failing to think carefully at some critical point. We go so fast that we don’t see the looming pothole until we hit it. We dig the hole before falling into it. Success generally hinges on avoiding such unforced errors. Next time, before jumping in to anything, slow down and ask yourself these five questions. They’ll save your credibility — and your ass — nearly every time.

If we want a civilized and ethical way of living and working, we must accept the responsibilities and perils that come from being authentic as individuals. We cannot hide behind the norms and notions of the herd. Humans collectively have a lot of bad beliefs and assumptions in their heads, placed there by cultural and tribal forces and ancient survival instincts. Seeking the safety of the herd comes with a heavy price: all herd thinking is ultimately a loss of human freedom, authenticity and creativity. Besides, you can hardly call yourself a leader if all you do is follow the herd.

Instead of standing back and making long-term decisions based on seeking sustainable differences, businesses have mechanically worked to do the same as everyone else, only bigger and more efficiently. ‘Making the numbers’ has overtaken making sound judgments. Conventional management thinking and analysis aren’t the answer, they’re the problems that got us into this mess. The only true answer is to think deeply about the full nature and extent of the problems we face, free from any preconceptions. Analysis won’t save us, but creativity just might.

Gresham’s Law explains why the ‘good coinage’ of ethical business is constantly under threat from sharp practice and dishonesty. We want to believe that corporations and executives are honest, just as we want to believe in the value of the currency. So long as we take both on trust, forgers and cheats will seek to exploit our gullibility.