In the vast expanse of our daily interactions and responsibilities, it’s physically impossible for us to focus on everything simultaneously. Whether it’s a photographer capturing the beauty of a sunset or a professional navigating the complexities of workplace performance, our attention is constantly being filtered and directed, both consciously and subconsciously. This process, known as selective attention, plays a crucial role not only in how we perceive the world around us but also in the decisions we make within it.

The Influence of Systems and Culture

Our working environments are inundated with information, often using dashboards and metrics to manage the deluge. However, the culture within these systems often leads us to prioritise conformity and the appearance of success over the nuanced understanding of underlying issues. This creates a landscape where decision-making is driven more by existing policies and groupthink than by critical analysis and personal insight, fostering an environment ripe for oversight and bias.

Reflecting on Personal Experiences

Through my recent appraisal, the writing of organisational performance reports, and undertaking investigations, I’ve observed firsthand how selective attention influences our professional lives. In my appraisal, the fear of exposing one’s vulnerabilities often leads to an overemphasis on positive outcomes, overshadowing areas needing improvement. Similarly, investigations within a “Just Culture” may reveal systemic errors but also highlight the challenges of translating these findings into meaningful change with impartiality. Writing performance reports, I’ve grappled with the tension between presenting success and sharing the granular detail which we find.

The Post Office Scandal: A Case Study in Systemic Failure

The Post Office scandal serves as a poignant reminder of the consequences when truth is obscured by narrative. It illustrates how a likely problem with software, was disguised by Fujitsu as they had promised perfection in their system, that then was believed and a lie became truth, with honest citizens, their employees criminalised and demonized by people ‘doing their job’. When left unaddressed, small initial problems, can culminate in systemic failures, undermining trust and integrity across an entire organisation which includes criminal activity, fraud and dishonesty.

Artificial Intelligence: A Double-Edged Sword

The advent of artificial intelligence offers a seemingly impartial tool for decision-making. However, without careful consideration, AI can perpetuate the same biases it seeks to overcome. It’s imperative that we critically assess how these technologies are implemented, ensuring they serve to enhance rather than hinder our pursuit of truth and fairness reinforcing lies, rather than providing clarity.

Strategies for Navigating Information Overload

Acknowledging the impossibility of processing all available information is the first step toward more effective practice. By adopting a flexible mindset and being open to alternative perspectives, we can better navigate the complexities of our environments. How we then present ourselves and the world around us to others should be a welcome addition to our reflective supervision, case management and performance reports.

An example of a publication this week from the Institute for Healthcare Improvement, which flipped the narrative was:

https://www.ihi.org/insights/success-cause-analysis-learning-what-works-advance-safety

Embracing Our Humanity

In our quest for perfection and certainty, we must appreciate our humanity. Although ‘to err is human’, our capacity for creativity by recognising our biases, engaging in meaningful dialogue, and embracing the diverse perspectives enrich our collective understanding.

Questions for Self-Reflection

To foster personal and professional growth, consider reflecting on the following questions:

What was my situation?

• What am I feeling and what is my state of arousal?
• What is my physical body doing?
• What are my thoughts at that time?
• What was happening around me?
• How did I interact with others and connect?

What was I paying attention to?

• Did I use tools, templates, guidance, processes to guide next steps?
• Did I use my experience, memory and recognise a pattern that was able to guide next steps?
• Did I use intuition and gut instinct?
• How did my values and beliefs influence practice?
• Did I use my imagination to consider the possibilities (and risks)?
• Did I use the views of others to guide next steps?
• Was there anything you that was not on your radar?

What was my judgement?

• How did I create the next step?
• Did I base it on ‘feeling right’?

How well did it go?

• What went really well?
• What did not go so well?
• What impact did you have?

What happens next time?

• Is there anything in myself that will stop me?
• Is there anything from others that will stop me?
• Is there something in the context that stops me?

A Call for Courage and Openness

The challenges of selective attention and representation in professional settings are profound, but not insurmountable. By embracing our vulnerabilities, being open to change, and valuing diverse perspectives, we can foster environments that not only recognise but also celebrate the complexity. We should accept our need to shine light on certain aspects however be open to discussion about the shadows, to ensure that we create understanding, not compliance and perfection.

We should move forward with the courage to question, the willingness to listen, and the commitment to act with integrity and empathy even when at times we showcase our own failings.