2015年10月4日星期日

Commonplace - Arrogance

Arrogance

Seemingly, arrogance is an almost innocuous sign, which may not cause wretched outcomes; it might merely provoke dissatisfaction in social interaction due to its egocentric nature to ignore other opinions. However, essentially, arrogance can undermine the development of civilization. The most fundamental feature of what we regard as civilization, distinctly, is productivity, the efficiency of production expressed as the ratio of output to input. Without efficiency, the important contributors helping the society stabilize its supply chains, such as education and industry, will trend towards an evident end in producing supplement process, which ultimately can beget a sheer regress in civilization, e.g., a sixth mass extinction based on human culture in general. In terms of negative influence on productivity, arrogance significantly harms the efficiency of making progress and of processing feedback: in some teamwork, some people with hubris can superimpose their will on other teammates' opinions, simply because these who hold superfluous and naive confidence in themselves believe that they are the only ones trying to get thing right, the only ones leading the team towards so-called final goals but in fact a quagmire emerged for the lack of bona fide improvements, which are mostly the positive result of effective and sincere communication on strategies within the team. There goes an educative saying: "The road to hell is paved with good intentions." Arrogant people's self-righteous attitude worsens the situation that the team usually faces up. In the team, every partner has own diverse way of thinking and can pop up many more possible options or strategies so that the efficiency of team working brings into play; this crucial free-thinking course is blocked out by arrogance. Sometimes, such arrogance even deteriorate the situation already worsened for passive-aggressively denying errors and refusing concessions. Finally, the productivity stagnates because of arrogance.

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