“Ooching” Toward Success

Last year, a friend of mine asked for advice. His organization was being relentlessly criticized on social media, and most of the criticism was unfounded. He said the criticism could be easily answered—except for one problem.

His organization wouldn’t let him mount a defense. The strategy was to emphasize only positive things and look to others to defend the organization. But no one was doing that—they were waiting for the organization itself to act first.

What could he do?

We talked. I suggested some small action so as to be almost unnoticeable—select one of the criticisms, answer it, and see what happened. He eventually tried it.

To continue reading, please see my post today at The High Calling, where I'm discussing part 2 of Decisive: How to Make Better Choices in Life and Work by Chip Heath and Dan Heath.

Worldviews, Villains, and Decisions

I’ve been spending a lot of time reading about and considering the subject of worldviews – what they are, where they come from, and how they affect our day-to-day lives. As Chip Heath and Dan Heath point out in Decisive: How to Make Better Choices in Life and Work, a worldview is how we interpret the world, how we make sense of it, and how we make decisions to live and work in it.

One problem with a worldview is that we tend to seek out information that agrees with our worldview, and filter out the information that doesn’t. Consider how seriously informed you would be if you got all of your information on the Obama Administration from either Rush Limbaugh or Chris Matthews – a steady diet of ridicule or chills running up your leg.

If we all did that, we would end up with a national government that was so polarized that nothing would get done.

OK, I’m trying to make a point here, because that’s exactly what we do have.

But it’s not just government. Think about how a worldview can affect a workplace, a church, or a relationship, simply by filtering our information that doesn’t conform to what we already believe.

The Heaths would say, and I would agree, that desperately holding on to a worldview at the expense of reality will, at a minimum, lead to bad decisions.

In the book, the call this “conformation bias,” and individuals and organizations do it all the time. It’s one of the “four villains of decision making” they describe in Decisive. The other three are narrow framing, or unduly limiting your options; relying on short-term emotions (if you’re upset, always chill before making a decision); and overconfidence, or having too much faith in our own predictions (and we all do this).

They’re not saying you have to jettison your basic beliefs if you want to make good decisions. But they do say that you should question why you react or respond in certain ways, and examine exactly why you believe one decision or course of action is better than another.

It could be that you confirmation bias – your worldview – is showing.

Can you think of an example of when the worldview an individual, a company, an organization, or a nation led to disaster? (There are some obvious ones – Nazi Germany – and some not-so-obvious ones – like Enron.)

Over at The High Calling, Laura Boggess is leading the book discussion this month on Decisive. A post will be published each Monday in June (and I’m guest-posting on the book next week). To view the discussion and the comments, please visit The High Calling.

Photograph by Petr Kratochvil via Public Domain Pictures. Used with permission.