Virus and Mental Frameworks
René Mendoza Vidaurre
The best ideas are not implemented due to the mental frameworks that we carry with us. Peter Senge (1990) in his book “The Fifth Discipline” points out: “we carry in our minds images, assumptions and stories” that block the application of proven experiments, big ideas and refined proposals.
Beliefs allied with the virus
In the face of COVID-19 there is scientific information disseminated by the World Health Organization (WHO), governments and social networks. But most people ignore it. Why? Our minds are full of beliefs that do not cede space to new information, like a bucket full of water, when we put more water in it, none of it goes in, it overflows. In the same way scientific recommendations do not get into our minds, they spill out.
What beliefs? A belief related to the destiny of individuals is probably the most damaging, which goes like this: “when it is your time, it is your time”, “everything has been written”. A drunk who drives a car, crashes and dies, then you hear people say, “it was his time”, and “God took him”; with this they justify his irresponsibility, along with his social background of getting drunk and having caused the accident. A second belief says ”there is no better doctor than God”, “chlorine bleach does not save, God does”. A third belief is “you go to the hospital to die”. These three beliefs fill human minds and control people; it is not God who controls them, and they are not the ones who are “sent.”
Consequently, people heard that one can be infected in crowds (meetings, demonstrations, religious celebrations, parties), but that information slips out of their minds. People get into crowds without protection, because their mind tells them, “when it is your time, it is your time”, “God protects me”. If someone tells them, “God protects you if you take care of yourself”, that person will say, “the devil is putting me to the test, for God nothing is impossible.” And if the person gets infected with COVID-19, they resist going to the health center because “you only leave there in a box”, the historic distrust in the State that has dispossessed them of their resources ends up condemning them.
The worst that these beliefs can do is that people get resigned and only watch the days and nights go by. If everything is already written, people are the puppets of some supernatural being, which is why there is no reason to improve or change, unless that change “is written from above.”
The first step to avoid the virus: free the mind from beliefs
We do not resign ourselves to the fact that these beliefs control us. How can we free ourselves from them? A first step is talking about them to understand them, and asking questions that allow us to reflect. The very act of reflecting is already a big contribution, because the biggest power of beliefs is preventing people from reflecting. “Believing is enough, thinking makes one sick”- beliefs whisper into the ears of people. How to reflect? Let us read this conversation:
-The best doctor is God – Juan tells us, while he cleans beans.
-If God protects those who believe in God, why are so many pastors, religious, and pious people dying of COVID-19? –we ask him
-Ahh, I am sure that they did not have faith in God, I do have faith–he responds, very sure of himself.
-I wonder. Is it not that God expects people to do their part, take care of themselves and save their loved one, improving their diet? –we insisted.
-Who knows… –he no longer seems so sure. He begins to question, reflect.
This step also requires people who work in the chain of aid organizations, or the chain of State institutions, to do self-study and discover their beliefs. One of their beliefs is “people are saved with donations and training.” Correspondingly, they want the “papers” (receipts, contracts) of those donations to be “supported”, that products like chlorine get to the leaders of an organization, or that there be a health center. It is a technocratic assumption, which assumes that THE leader is going to distribute the products, that families will pay attention to what they are told, and that whoever gets sick will go to the health center. Provoking reflection includes challenging our own beliefs.
The assumption in the first belief is that “The bibles says it.” The Bible does not say that. What it says is that people have “free will” (“everything that you can do, do it with all your strength”, Ecc 9:10) and that “he who sows inequity, will harvest inequity” (Prov 22:8). In other words, each person writes their own story according to the circumstances in which they find themselves, the group in which they move, and their values. The assumption in the beliefs of many organizations and institutions, including intellectuals, is that “they know” the problem and the solutions for people.
When beliefs get examined, they appear as the beliefs that they are, they lose their power and that aura of being “sacred truths”. Then they can be expelled, even though that be painful; that belief has nested itself in the mind of the individual, who on expelling it, will feel “orphaned” and “insecure.” Nevertheless, once we are able to challenge these and other beliefs, the mind will have space to process new information, ideas or proposals.
Second step: testing new ideas in horizontal spaces
Let us look at an example of how people, on freeing themselves from harmful beliefs, can apply new ideas with better results. Up until the end of the 1970s it was believed that “the more brutish the workers are, the better they perform”, so bosses and experts would direct the work from their offices, while a ton of workers implemented the ideas of the experts. This is how the Ford car industry worked in the United States. But the Japanese in the Toyota industry discovered that belief as the cause for making expensive and poor-quality vehicles, they expelled those beliefs and tested new ideas in a gradual way and produced better quality and cheaper vehicles. What ideas did they introduce? That the experts and the workers innovate together, as a team they were all experts; that the workers should propose how to improve each action that they carried out; decentralizing decisions. It was a revolutionary change that later was extended to other industries in the world, which was possible when people realized that they write their own history.
How can communities protect themselves? Reflection, we said, is the first step. Toyota teaches us that the environment (team, understanding that each person is an expert in their area, decentralization of decisions) favors the generation of new ideas, tells us to test and adjust changes gradually. A cooperative, association or a community store should facilitate these reflections and create these favorable conditions for producing ideas and applying them. The president, manager, donor, government or intellectual, should not act as if they were “gods” dominated by the fordist belief, that they already know the problems and the solutions for people, they should go to the homes of people and talk with them. How can we protect ourselves from COVID-19 and other viruses? The lowliest person can have responses, but a favorable environment is needed in their own homes and communities in order to produce and express them.