Eeny, Meeny, Miney, Moe..

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I’ve written before about the value (and pay) of CEO’s of large (and small organizations).  And, the value of institutional memory.  So, when one is new in a position- and in a new environment, it is difficult to trust your instincts.  Because YOU have no basis for such instincts.  So, you have to consider a fair number of options, or have folks you can trust that have that institutional memory upon which you can rely.

The issue becomes that our first steps can seem right- but ultimately wrong.  We are acting on a situation for which we lack total information- so small, reversible steps are our best choice.

But, what if you were placed in that position to make major changes- NOW?  Well, it’s clear that relying upon institutional memory would not be the desired choice, since the company has decided to entrust you with major changes.  So, then, you would rely upon your best instincts- and your best information.

But, we need to choose between at least two alternatives.  Because, folks generally resist doing anything when there seems to be only one choice- and it’s prospects don’t  look all that appetizing.  In those cases, we tend to hold back, staying in virtual neutral.

And, choosing to act via incremental steps lets us assemble data points to see the trajectory.  I’ve discussed one of the first lectures I experienced as an MIT grad student.  Which really brought home how our intuition and assumptions about trends are often wrong- dead wrong.  Which is why we do need to make small changes and watch what happens- so we can clearly discern the direction the change is taking.

Two Points

Which is the proper representation?

We often consider these changes we are bringing about are vastly different than anything we’ve seen before. But, if we render smaller changes, continually incrementing the change, we can see the patterns of what we do and what we are presented more clearly.  Because in the broader sense of things, these changes will be similar to those we’ve made before.  (Hiring our first Director of R&D may be vastly different than what we did before- but didn’t we hire a COO [Chief Operating Officer] and a CFO [Chief Financial Officer] before?)

This is the process of decision making I have been using since forever- for at least 45 years now.  (One of the best tests is to consider if what you are doing is exactly the advice you would recommend to a friend or client, in the same situation.)

So, when I read this new book by Drs. Chip and Dan Heath (Professors at Stanford and Duke, respectively), of course I loved it.  Decisive (How to make better choices in life and work) is the title.  (I’ve also written how we tend to like things with which we agree, too.)  I’m pretty sure you will like it, too.  Because our great decisions depend upon the breadth of our deliberations.

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19 thoughts on “Eeny, Meeny, Miney, Moe..”

  1. I’ve found that, more often than not, people want the quick and easy way out when making decisions on just about everything. I am guilty of doing this just as much as the next person…even though I know that serious deliberation should take place when it comes to making major changes. If you take an hour to choose something from the menu at a restaurant, then that is another story entirely.
    Angie Schaffer-von Scheffelheim recently posted..The Curious Case of Craptastic Hollywood

    1. Good point, Gordon.
      No, you take a few small steps and then can see the trajectory. If it is going in the direction you hoped, then bigger steps can be taken. Unless and until that direction is perceived- stay small – or change direction!

      Thanks for that great query.

    1. I have the same issue, Suerae. Which is why I try to keep up to date with the newest and “best-est”, so I can keep up the “magician’s” image…
      Check out the book and see if it offers you the ideas you want.

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