Just Seven Things

Exploring why and how we do what we do, and how we can do it better

Archive for the category “Decision making”

How to get things done and why we self-sabotage

Over 1.3 million of us annually ask Google ‘how to get things done’. Productivity, personal effectiveness and time management are concerns which hang over modern humans like a mild, but persistent headache. Commentators blame the increasing pressure on information overload; the always-on, hyper-connected nature of modern communications. Others point the finger at the requirements of the 24/7, 365 business world.

Unfortunately I think the answer is far simpler, but the implications create a far more difficult problem to solve.

We are emotional creatures that have developed a consciousness through evolution. This means that our emotional filtering and weighting of all stimuli tends to lead our response before we apply rational thinking. Our conscious brains appear to work on an automatic pattern basis, endeavouring to recognise a stimulus eg. a red stop light, and respond according to the pattern programme i.e. we stop without really thinking about it.

We procrastinate and end up with ever-growing to do lists containing the important stuff because of how we have emotionally weighted the items on the list; and probably even because of the existence of the list itself.

In simple terms I think we don’t get things done that we feel resistant to. Obviously we feel resistant to either hard or unpleasant things – like a tax return. But also to things that we do not have a pattern for; the things that are new or strange like writing a report or starting a new project at work. We take on, or are given, tasks without knowing how to do them. Equally, we just take on too much and feel resistant to the sheer volume.

This emotional resistance only becomes counter-balanced when we hit a deadline where we have to do the task. Invariably we then do it – and marvel at how easy it was. Read more…

7 Lessons from Steve Jobs’ Career

Some thinking summarised from commentary on Steve Jobs’s career – and what other leaders can practice for success:

  1. Relentless pursuit of bold ideas – protect the organisational resources required to deliver them.
  2. Customer surprise & delight – this should drive the product/service roadmap.
  3. Ego can be acceptable if it makes the organisation more successful.
  4. It’s about results, not activity.
  5. The 3 Rs – strong leaders ensure right people/ right jobs/ right conditions enabled for success.
  6. Tell the truth – call out poor ideas and poor performance
  7. Inspirational communication – frequent and intensely motivational communication about compelling objectives

More details and pitfalls here:  The Real Lessons from Steve Jobs’ Career | ChiefExecutive.net | Chief Executive Magazine.

Adaptive Group Coordination and Role Differentiation

Groups often struggle to balance incentives for individual members with incentives for the collective group. In standard common pool resource problems [1], [2], individuals are tempted to maximize individual resources, but this behavior destroys the resource and ultimately harms everyone. Conflicting incentives in real world situations such as pollution and harvesting of natural resources understandably stretch a group’s ability to coordinate for the common good, but it is still unclear how group members coordinate their actions in more constrained situations where only a shared goal exists.

Humans routinely form groups to achieve goals that no individual can accomplish alone, and presumably groups must flexibly and adaptively coordinate members’ efforts in order to achieve shared goals. For example, research labs rely on the combined contributions of individuals to develop a research program and lab reputation that leads to grant funding, which may in turn benefit all of the lab’s researchers. Similarly, statistical analyses in baseball and basketball increasingly value players based on the team’s performance while the player is in the game, rather than individual statistics such as points scored [3].

via PLoS ONE: Adaptive Group Coordination and Role Differentiation.

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