“Former President Barack Obama wore the same thing every day. He said, “You’ll see I wear only gray or blue suits. I’m trying to pare down decisions.” Steve Jobs did the same thing. He wore a black turtleneck with jeans.”
Whenever you’re making a consequential decision . . . just take a moment to think, write down what you expect to happen, why you expect it to happen and then actually, and this is optional, but probably a great idea, is write down how you feel about the situation, both physically and even emotionally. Just, how do you feel? Chapter 1 checklist:Purchase a simple notebook that you can use as your decision journal, and use the template in the Appendix as a guide to help you journal when making decisions.In your decision journal, reflect on how you currently feel about your decision-making skills and process. Why do you feel you need to improve your decision making?”
Chapter 1 checklist:
- Purchase a simple notebook that you can use as your decision journal, and use the template in the Appendix as a guide to help you journal when making decisions.
- In your decision journal, reflect on how you currently feel about your decision-making skills and process. Why do you feel you need to improve your decision making?
Chapter 2 checklist
- Conduct a 360º performance review with your colleagues to help you understand your decision-making strengths and blind spots.
- Take a personality assessment to gain a deeper understanding of how your preferences may affect your decision making.
- Also use your decision journal to respond to these prompts:
- Write about one decision where you didn’t take responsibility. What happened? What was your role? Why didn’t you take responsibility? What would you do differently now?
- Write about one decision where your indecisiveness cost you or your company. What happened? Why were you indecisive? What would you do differently?
Interpersonal relationships matter:
It doesn’t matter how smart you are if you can’t work with other people. Nikola Tesla, a brilliant inventor, had difficulty relating to others, and he was notoriously hard to work with. As a result, he missed out on winning the Nobel Prize, and his temperament kept him from making a fortune.
It’s better to be a big fish in a small pond.
It’s not always to your advantage to work in “sexy” industries, such as tech. Smart companies, like Berkshire Hathaway, understand the underappreciated laws of thermodynamics and that contrast is important. It’s better to be a big fish in a small pond than to be in a sexy industry where there are many other companies that are just as good as yours.
Our perspective is limited: Michael Abrashoff took command of the worst-performing ship in the US Pacific Fleet, and twelve months later it was the best ship in the entire Navy. How did he do it? He started by expanding his perspective. He started looking at things through the eyes of his crew, which taught him how to lead them differently. In his book It’s Your Ship, he wrote, “The most We’re overconfident. “People think they know more than they do about how the future will unfold.
Our frame is too narrow. “This is the tendency to define our choices too narrowly, to see them in binary terms. We ask, ‘Should I break up with my partner or not?’ instead of ‘What are the ways I could make this relationship better?’”
We rely on short-term emotion. “When we’ve got a difficult decision to make, our feelings churn. We replay the same arguments in our head. We agonize about our circumstances. We change our minds from day to day. If our decision was represented on a spreadsheet, none of the numbers would be changing — there’s no new information being added — but it doesn’t feel that way in our heads. ”
We have confirmation bias. “When people have the opportunity to collect information from the world, they are more likely to select information that supports their preexisting attitudes, beliefs, and actions.” We pretend we want the truth, yet all we really want is reassurance”
Chapter 3 checklist:
- In your decision journal, do the following:
- List the barriers you think are keeping you from making better decisions.
- List three decisions you made in the past that did not have good outcomes. For each of these decisions, what barriers listed above affected your decision making?”
Two types of knowledge.
- The first is Planck knowledge . People who have Planck knowledge really know what they are talking about; they’ve done the work, and paid their dues.
- Then there are people who have chauffeur knowledge . They’ve learned the talk. They may have a big head of hair, they may have fine temper in the voice, they’ll make a hell of an impression. But their knowledge is shallow. They are just pretending. They can’t answer the follow up questions. They use jargon or vague terms. They don’t understand how things interact
The Map Is Not the Territory:
Our minds create maps of our world in order to understand it, because the only way we can process the complexity of everything is to simplify it in our minds. Businesses use maps all the time. These are the strategic plans, the budgets, even profit and loss statements. And we can’t avoid them. We need to use maps in order to pass information around in an easily digestible way. Sometimes, in fact, we are so reliant on simplification that we will frequently use an incorrect model because we feel any model is preferable to no model.
Here’s an example: Ron Johnson was one the most successful and desirable retail executives. He was handpicked by Steve Jobs to build the Apple stores, and had been credited with playing a major role in turning Target from a Kmart lookalike into the trendy-but-cheap Tar-zhey by the late 1990s and early 2000s.
With that success, in 2011 Johnson was hired to turn around the dowdy old department store chain JCPenney. His plan was to take the best ideas from his experience at Apple and apply them to the department store. This approach failed almost
Chapter 4 checklist:
- In your decision journal, think of a time when you used a mental shortcut, or “availability heuristic” to make a decision.
- In your decision journal, answer the following questions:
- Do you currently use a latticework of mental models to make decisions?
- Is your mind currently prepared to make decisions based on many mental models?
- Based on the list of mental models at the end of this book, how many do you currently feel competent in understanding?
Well you could get the decsion check list made from the shane parrish’s blog. it is so helpful. give it a try
Originally published at Mediabloger.