Think Again
2011/02/09 13:00
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* Four conditions under which flawed thinking is likely to happen:
-- When leaders have misleading experiences similar to current situation but in reality are not
-- When leaders have made previous decisions incorrectly assuming to apply to new situation
-- When leaders have personal interests at stake that cloud their thinking
-- When leaders have kind of emotional attachments that unbalance their thinking
* Four safeguards:
-- Provide decision makers with better data – and insist that all decisions should be fact based
-- Encourage group debate about decisions – so personal biases be countered and balanced
-- Set up a governance team – which must independently approve all proposals submitted
-- Monitor and track the progress of the decision – record and publicize the actual results
* Safeguards have their downsides:
-- Safeguards almost always slow down the decision-making process
-- Safeguards have the potential to increase your bureaucracy
-- Safeguards can sometimes quench motivation and kill initiative
-- Safeguards may not fit with the preferred management style
-- Safeguards may cost more than they ultimately generate in benefits
* Keep it simple and iterate, always start with the most worrying red flag, if in doubt, follow a logical sequence, weigh the benefits of each safeguard against its potential toxic side effects
-- When leaders have misleading experiences similar to current situation but in reality are not
-- When leaders have made previous decisions incorrectly assuming to apply to new situation
-- When leaders have personal interests at stake that cloud their thinking
-- When leaders have kind of emotional attachments that unbalance their thinking
* Four safeguards:
-- Provide decision makers with better data – and insist that all decisions should be fact based
-- Encourage group debate about decisions – so personal biases be countered and balanced
-- Set up a governance team – which must independently approve all proposals submitted
-- Monitor and track the progress of the decision – record and publicize the actual results
* Safeguards have their downsides:
-- Safeguards almost always slow down the decision-making process
-- Safeguards have the potential to increase your bureaucracy
-- Safeguards can sometimes quench motivation and kill initiative
-- Safeguards may not fit with the preferred management style
-- Safeguards may cost more than they ultimately generate in benefits
* Keep it simple and iterate, always start with the most worrying red flag, if in doubt, follow a logical sequence, weigh the benefits of each safeguard against its potential toxic side effects
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