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11 ways to avoid Analysis Paralysis as a Product Manager
Earlier today as I was watching an episode of She-Ra with my daughter on Netflix when I noticed the following dialogue:
“Bad things are going to happen. That’s life. You can let it paralyze you or you can roll with it. Figure out the things you can.”
The heroes had spent most of the episode trying to decide on the best course of action in order to re-capture a strategic tower. The problem was that they could not find the best way, that would cover every failed scenario. Then more heroes (stakeholders) showed up for the planning (meeting) and it all started looking like a real-world meeting that went the wrong way.
In the article that follows I am going to try to explain what is analysis paralysis (or overthinking). The common root causes of analysis paralysis, and most importantly, how to avoid overthinking and be more productive. I am going to put it in the frame of Product Management, but I strongly believe that “overthinking” and its solutions can be applied to every problem. Product related or not.
What is Analysis Paralysis?
After a bit of research, I realized that this is not a recent problem. Aesop and Shakespeare have dealt with the issue a very long time ago.
In the Fox and the Cat fable the Fox ends up getting caught by the hounds because she had a hundred ways of escaping and could not decide the one to follow. The Cat had only one way out and is now safe. Also, Prince Hamlet’s mortal flaw was “thinking too much”.
Overthinking a problem can paralyze you. Being in a Product Management (or any management) position can not only lead to slow decision-making, thus, harming the development and the business process, but it can also harm your perceived value as a manager by your team and stakeholders.
Beware.
