Questions to ask to Get started on the path to improvement
While merely a starting point, routinely asking these five questions at all levels of the company can help to create an organization that is ‘in touch with its thinking.’
1. Is there sufficient information to make a decision?
This question addresses the requirement to make decisions based on relevant and significant information of adequate breadth and depth. One human tendency is to sometimes present and/or accept data as sufficient for a particular decision that does not completely frame the situation in a balanced fashion—as long as it supports the decision one subconsciously wants to make.
2. What makes one confident the information is accurate?
Clarifying accuracy addresses the requirement to make decisions based on clearly defined, reliable, factual, precise, and fair information. If input is not accurate then decisions will be faulty regardless the quality of the decision-making process. It is possible to unknowingly confuse unverified information with fact, see patterns that are not real, or experience a reflex-like rejection of data simply because it contradicts existing norms.
3. How do individual beliefs colour the decision?
Giving attention to one’s beliefs considers the influence of one’s own point of view, desires, values, principles, and emotional connections in conjunction with any decision. The question addresses the idea that whenever one reasons, they do so within a point of view. Any flaw in the point of view is a possible source of faulty thinking. It is possible to unknowingly draw conclusions and make decisions based on limited, unfair, and misleading personal interpretations of information. One can become so locked in they are unable to see the issue from other rational points of view. Once under the control of their beliefs the truth is hard to see and hear.
4. What is the influence of the group involved with the decision?
This examination considers the group’s definition of reality, as well as bureaucracy, power structure, and vested interests in conjunction with any decision. Every organization consists not only of individuals, but a hierarchy of power among those individuals. No matter how noble the group’s goal, there is often a struggle for power beneath the surface. Personal strategies may be obscure and not apparent—even to those who are using them.
5. Has the presence of mind-bugs, which can affect judgment, been considered?
People simply cannot manage complex situations successfully when mind-bugs are present. Using the mind-bugs reference chart to look for problems before they become bigger issues will help improve the quality of the decision-making process.
Better decisions take courage
Many nuts-and-bolts leaders may find the idea of mind-bugs to be a soft issue and give it second-class attention at best. Yet, everyone holds unrecognized beliefs that can block the path to sound decisions. Once someone is enthralled by their beliefs, mind-bugs make the truth hard to see and hear. A misguided belief left untamed will corrupt decisions and choices.
It takes courage to challenge one’s own thoughts. It is a struggle among different parts of the brain. However, the real issue is most do not notice their thoughts. Many are out of touch with themselves and it can be debilitating. It is like breathing carbon-monoxide—one cannot see or smell it, but it can be harmful just the same.
In the next decade and beyond, the single biggest determining factor of a company’s competitive success will be the ability to collectively advance its quality of thinking. Eliminating mind-bugs can mean the difference between success and failure for pool companies and the industry as a whole.
Larry J. Bloom is the author of The Cure for Corporate Stupidity: Avoid the Mind-Bugs that Cause Smart People to Make Bad Decisions. He is also co-founder of Xmente Direct (www.xmentedirect.com), the former CEO of BioLab Inc., and a past chairman of the Association of Pool & Spa Professionals (APSP). He can be reached via e-mail at bloomlj@gmail.com.
