In particular, there are four problems of character that can lead our collaborative efforts astray:
a) We give in to loafing when we require clarity b) We placate when we ought to be contentious c) We posture when we need to be who we really are and d) We have misplaced confidence in ourselves when we should cultivate a greater appreciation for others
These vices are not the result of evil intent. They occur for very understandable reasons. When difficulties arise, it’s painfully easy to believe that those who are giving us trouble are nasty or unpleasant. That isn’t a cheering thought but it’s an oddly satisfying one; it somehow settles our disappointments into safely depressive patterns and confirms an underlying suspi- cion that the world is peopled by idiots, an imputation for which there is always plenty of evidence.
But the truth is more complicated. Other people are rarely simply bad. They are far more often scared, anxious or simply unsure of what they are meant to be doing—and how they are meant to be doing it (as indeed we might be too).
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