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Not A Good Decision Maker? You Will Know How To Be One After Reading This.

Not A Good Decision Maker? You Will Know How To Be One After Reading This.

We’ve been told that making good decisions is all about standing our ground. It’s about being strong and deliberate. It’s about being sure of ourselves. What if we’re wrong? What if a good decision requires just the opposite? What if we need to become more open-minded?

In 1995, Psychologist Jonathan Baron coined the term “actively open-minded thinking.” According to Baron, the primary purpose of deliberate thought is to form beliefs and make decisions based on those beliefs. Actively open-minded thinking is the process of consciously considering a wide array of options when forming those beliefs and making those decisions.

It sounds nice in theory, but does actively open-minded thinking actually help you make better decisions? Wouldn’t it, instead, make you more uncertain? Won’t considering too many options cause to flounder in doubt and become indecisive? Well, to answer these questions, I’ll first consider the opposite of actively open-minded thinking. Let’s call it “actively close-minded thinking.”

The Perils of a Closed Mind

In a recent experiment, researchers from the Yale Cultural Cognition Project sought to understand how political ideologies influence our ability to make accurate judgments. To do so, they split a thousand participants into four equally sized groups, each containing more or less the same amount of liberal democrats and conservative republicans. Each group was asked to look at a chart and perform a basic mathematical calculation in order to draw a conclusion about the data.

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The first two groups were attempting to understand whether a new skin cream had caused subjects in trials to get worse or to get better. To do so, they had to calculate the ratio of the subjects who had taken the cream and gotten better to those who hadn’t taken the cream and still got better (control group), to the ratio of those who had taken the cream and got worse to those who hadn’t taken the cream and still got worse (control group).

For one of these groups, the data was presented favorably for the cream. For the other, the data was presented unfavorably for the cream. Though neither group demonstrated excellent quantitative abilities, liberal Democrats and conservative Republicans scored equally well in each of these groups. But what if the topic was a little more politically charged? What if the issue wasn’t about skin cream? What if, instead, it was about Gun control?

For the second two groups, the researchers kept the data exactly the same, but they changed “the introduction of a skin cream” to “the introduction of a gun ban.” Then, they asked the subjects to calculate whether the gun ban led to an increase or a decrease in crime. How do you think these results came out?

Both not surprisingly and downright shockingly, the politically—charged context dramatically changed how participants answered the question—even though it was the same basic math problem. In the group with results favorable to the gun ban, conservative republicans were far more likely to get the question wrong. In the group with results unfavorable to the gun ban, liberal democrats were far more likely to get the question wrong.

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Why, in the second experiment were people more likely to make poor judgments? Because they already had their minds made up on the issue. They didn’t need to think it through, because they already knew the right answer. Or, so they thought.

It turns out that being certain doesn’t help you make better decisions; it just helps you make faster decisions.

The Profits of an Open Mind

Now, back to “actively open-minded thinking.” In a separate experiment, published in the journal Judgment and Decision Making, a team of researchers sought to put actively open-minded thinking to the test. The researchers first administered a standard test, measuring how prone the participants were to thinking open-mindedly. Then, they tested how well the participants could predict the outcome of a football game from a previous season (not known by the participants) in the National Football League.

On a screen, each participant was shown a home team and an away team. At the bottom of the screen, they were given two options. They could 1) ask for information or 2) make an estimate. If they requested information, they were given clues such as the teams’ win-loss records. The participants were permitted to request up to 10 pieces of information before making an estimate.

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After all the participants had made predictions on ten different games, the results were tabulated. As you might expect, the people who opted to gather more information were much more likely to make accurate predictions than those who guessed right away.

And what about that “open-mindedness” test? Yes, it turns out that those who sought out more information were also those who scored highly on the test. The takeaway: being open-minded causes you to seek out more information. And, seeking out more information causes you to make better decisions.

A Posture of Curiosity

There’s another less academic word for “actively open-minded thinking” that we use much more often in our everyday conversations. That word is “curiosity.” Everyday, we’ll encounter major decisions that will impact us for the rest of our lives. We’ll have to decide whether or not to marry our significant other. We’ll have to decide whether or not to accept a job offer. We’ll have to decide whether or not to go to graduate school. Approaching such situations with a posture of curiosity will almost always help us make better decisions.

When making these major life decisions, the closed mind will focus only on one variable. Does my mother/father approve? Is it a high enough salary? Will the degree get me a better job? The curious mind seeks out more information. What do her/his parents think? Twenty years from now, will it matter what my parents think? Is salary the only thing I should be concerned with? Will I get along with the people that currently work there? Do I just want to go to school to get a better job? Aren’t I also interested in learning more about my field and becoming a more well-rounded person?

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When you’re curious, you ask these questions. When you ask questions, you get answers. And when you get answers, you make better decisions.

The idea that the person who makes quick, forceful decisions without any doubt is somehow making better decisions—that’s a myth. As psychologists Christopher Chabris and Daniel Simons point out in The Invisible Gorilla, those who are most confident in their decision-making abilities are often those who are least competent in their decision-making abilities.

If you want to make better decisions, doubt your intuitions. Test your assumptions. Seek a wider range of possibilities.

Become curious.

Featured photo credit: Pretty young woman making a decision with arrows and question mark above her head via shutterstock.com

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Last Updated on February 18, 2019

How to Motivate Employees and Boost Team Productivity

How to Motivate Employees and Boost Team Productivity

These days, in a world with cognitive, AI, and extraordinary advances, we have failed at the most basic stimulus: motivation. Why do I say so? Just take a look at these statistics:

58 percent of managers said they didn’t receive any management training as per a CareerBuilder.com survey. Only 12% of employees leave their jobs because of more money. Research indicates that around 80% of employees leave their jobs due to “lack of appreciation”. Due to fear of failing, more than half of American workers don’t take their paid vacations. 53% of Americans are unhappy at work (not engaged). And 1 in 3 are working in a field they don’t like.[1]

Archaic people management and HR structures are the root cause.

“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” – Antoine de Saint-Exupery

So how to motivate employees and boost team productivity?

Here are 3 key things that you can do to motivate your employees and boost team productivity:

1. Run Your Team/Group/Company like a Lean Startup

The Lean Startup phenomena by Eric Ries has been socialized across millions all over the globe. In a nutshell, it is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning.[2]

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Encourage Your Employees

When you empower your employees (or family members) to do what they deem to be best for a particular roadblock, idea, or improvement, you create magic. You create genuine trust. You enable innovation. The result is happy, inspired employees who feel they have a say in the grand cosmic stage at work.

Note that increasing the competency level of employees and coaching and mentoring them along the way is key. You yourself, need to do the same. Nourish your brain – and get a mentor that will keep you at the edge of your game.

Offer Rewards

Motivation is also intrinsic. The startups I have worked at offered instant rewards — not just fat checks or equity increments, but Oscar-style nominations.

The non-monetary rewards were actually more coveted, and grandiose: lunch with the CEO, tickets to an Obama fund-raiser, horse-back riding with a world-class equestrian.

Compare this to a dodgy, corporate, white-cubicle dinosaur that had a “yearly performance review” where both parties dread the conversation. In a world of instant WhatsApp messages, having a conversation about performance, likes and dislikes cannot just happen annually in 60 minutes. Employees need to be rooted in the belief that their manager genuinely cares about them.

Give Autonomy

Another key attribute is autonomy. Most employees start brushing their resumes and cruising LinkedIn when their hands are tied in their current positions: approval forms, long meetings, escalations, and more meetings. In the world of agile and scrum masters, deliberating for the sake of deliberating is poison. You will choke the very employees that giddily accepted the job initially to “change the world”.

Within a reasonable realm of assessment and deep-dives, trust your employees to do the heavy lifting. Give them access to the knowledge, people and resources that help them directly make the choices that will shape the future of your team, and your company.

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Eliminate yourself as the bottleneck – and interject yourself as a benevolent, servant leader that is the symbol of high-performing organizations.

2. Apply the 90/90/1 Rule

I recently saw a video by Deepak Sharma (a leadership adviser) about productivity and this principle stuck with me. Here’s what it’s about:

Devote the First 90 Minutes of Your Day to Important Project

For the next 90 days, devote the first 90 minutes of your day to your most important project—nothing else. Do this for yourself and your employees.

We usually get sucked into the most wasteful, operational activities in the morning which robs our focus, and steers us into an unwanted rabbit hole. So mute your notifications, avoid the temptation to check your exploding inbox, and scroll your Instagram feed later. Instead, focus on that ONE thing that will provide real value to you, your team, or your business/company/home.

Apply this rule to yourself – and your team. Your team will thank you. Note: If you’re feeling really stretched for time, you can always hack the rule by testing out a “45/45/1” version.

A To Do Scheduling System

Another version of this is to use the Kanban concept, developed by Taiichi Ohno, an industrial engineer at Toyota. Kanban is a scheduling system employing boards and cards.

The most basic version is a canvas with “To-do”, “Doing”, and “Done” boards (or columns). Each activity or task is a “card” that moves from one column to the other. I use Trello (a Kanban-inspired app) that is a key system for my personal and professional life. It allows me to understand my workload, their priority, and due dates.

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I use importance and effort metrics (scores) for each task to understand what is truly necessary in my life to work on. It negates the FIFO (first-in, first out) paradox that has plagued millions of people. Instead, it allows me to take stock of what is on my plate, and then bite on what truly will move the needle for me, my team, my life, and my company.

With a limited appetite (at least for some), would you eat the veggies, fries, mashed potatoes and leave the sizzling steak? No, you wouldn’t (unless you are a vegan and ended up in the wrong restaurant).

Approach your work with a weighted vengeance – and encourage your team to do the same.

3. Align Passion and Skills to Purpose

The heart of human excellence often begins to beat when you discover a pursuit that absorbs you, frees you, challenges you, and gives you a sense of meaning, joy and passion.

“The most fortunate people on earth are those who have found a calling that’s bigger than they are—that moves them and fills their lives with constant passion, aliveness, and growth.” — Richard Leider

An ace team-member once told me that while she enjoys working for the company we both used to work at, she really hated anything to do with technology. She was more of a “people” person, and did not want to sit behind a desk sifting through lines of code.

What struck me was that she was in that role for more than a decade and had just spoken up. The good thing is she spoke up. She expressed her desire and interests. And it allowed her to get into a role of her liking within 30 days.

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Ask If They like What They’re Doing

If you, or a team member is frustrated, demotivated, or not performing at their best – one of the questions you should ask is whether they like what they are doing. Then genuinely try to help them get to the role they should be in (whether in the same team/company or not).

There’s a reason why 53% of Americans (and perhaps more or same across the globe) are unhappy at work. A butcher cannot be an ace salad maker. Pursue your passion – and help pave the way for your team. Unlock your potential and theirs. You will command and lead a supercharged team.

“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of other’s opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.” – Steve Jobs

The Bottom Line

Sometimes, passion has to be ignited. It is dormant, clouded by busy-ness, buried by wrong career choices, and plagued by non-supportive eco-systems. Some will climb out of it, but we as society — and in the case of business teams — incumbent upon the manager/CEO/leader to foster, grow, and nurture the employee.

Teach her the ropes. Show her the path. Advise him as you would yourself. Let them lead, and make mistakes. Do not fear them, rather make them the leader you would want to become.

For your not-so-great team members, understand that it is not personal, it is just not a good fit. Help them move on to the pastures they would be fit to graze on. Hence, hire slow (and fire fast).

Your team is a reflection of you. Boosting their confidence and helping them achieve the impossible is motivation. Focus on that, and you will have a productive team that you and your company will be proud of.

More Resources About Team Management

Featured photo credit: rawpixel via unsplash.com

Reference

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