An exercise I have found most helpful when making decisions is to simply write the word “options” at the top of the paper or on the white board when considering what to do. This has two benefits. First, it stops me from limiting my thinking to the first couple of solutions that come to mind. Granted, occasionally there really are only two. But most of the time, there are more. Second, it compels me to think more broadly and creatively. After all, how many times have we all thought, “This is the only way to do it,” and then someone comes up with a solution and we thought, “Why didn’t I think of that?”
In recent times, much of our decision making has devolved because of three factors – menu-driven technology, the deficit of critical thinking skills among those coming of age and overly-efficient decision making. Allow me a bit of explanation.
Menu-driven thinking is essentially an over-dependence on the menu-driven technology in which we are immersed these days. Digital immigrants, of which I am one, feel constrained lots of times by the limited choices presented for many of the decisions we make every day. Digital natives, on the other hand, having grown up in a menu-driven world, simply accept that the choices presented are the only choices available. I know, I am making a gross exaggeration here. But you get the point.
Then there is the lack of critical thinking skills among those coming of age. As schools’ emphasis has shifted from liberal to vocational education, more and more emphasis has been placed on knowledge of content rather than critical thinking. It has been well-documented that millions of recent college students graduated without substantially improving their critical thinking skills over four years, even at the best schools. Why? Because the focus is on content rather than process. If curriculums leave no room for students to figure out how to apply what they’re learning, how can we expect them to develop the skills and confidence to think critically once they graduate?
I have had countless employers complain to me that new hires lack “common sense.” What they really mean is that these newcomers have not developed the skills and confidence to think critically. Sadly, when I ask these employers what they did to assess critical thinking skills during screening, I get a blank stare or something like, “Well, we gave them a test.” But as I’ve said to countless audiences, being able to pass a test on the principles of critical thinking does not make you a critical thinker.
Finally, there is overly efficient decision making. “How can there be such a thing?” you might ask. But with the pace of business these days, many times we feel pressured to “just make a decision.” Now, you may be thinking, “That’s certainly not me!” Well, it is you, and me, and pretty much everyone else. We may want to take more time. But with the boss breathing down our back or the customer demanding an immediate solution, it’s tough to say, “Hold your horses! I want to make the best decision I can.”
On top of this, there are the number of decisions we are compelled to make every day. Just purchasing an airline ticket requires more than 20 decisions. I know, I’ve bought lots of them. Simply signing into many apps these days is a four or five step process between the username, password, two-factor authentication, and opting out of two or three pop-up offers to upgrade.
Then there is social media. Spend two minutes on Facebook and you will have made close to 100 decisions about which posts to read or watch. Spend just 15 minutes a day on social media and you will have made 10,500 during the week.
So, as a leader, what can you do to compel those around you to manage the insidious impact of all three of these influences?
First, model what you want to see. As the leader, you’re under the microscope. So why not put this to good use? How dependent are you on the menus around you? What does it do to your thinking? Making the conscious effort to look past the obvious and encouraging others to do the same will give them the permission to expand their creativity. Whether it’s in dealing with customers, working through processes, or managing the regulatory burden, it is easy to get stuck in stale thinking. If they see you working outside the box, they will be encouraged to do the same.
Second, maintain a focus on the outcomes, rather than the tasks and processes. Over time, all organizations become bureaucracies and bureaucracies have lots of rules, many of which are really not necessary. Don’t believe me? Ask some random employees whether there are processes that gum up the works. Chances are, every single one of them will say yes. So here is a simple idea. Place a box in the middle of the workplace and ask people to anonymously identify “sand in the gears” rules and processes. I say “anonymously” for obvious reasons. If you want a great book on how to do this successfully, read “The Friction Project” by Stanford Professors Robert Sutton and Huggy Rao. You’ll come away with some great ideas.
Third, take notice of those within the workplace who seem to have mastered the art of working effectively without getting mired in the minutiae. Ask them to share their strategies and short-cuts. You might be surprised at what they are doing and not doing. Then spread the word about these tactics so everyone can benefit. I try to be acutely aware of the subtle strategies people use to manage time and energy. Most of them are simple adjustments to routines that, when added together, can save hours per week.
What do you do to manage the influence of menu-driven thinking, improve critical thinking, and discourage the overly efficient thinking that can create mistakes and impact day-to-day productivity? We’d all like to know. Drop them in the comments below.