Group items tagged

When they make poor or self-destructive decisions, one or more of these problems are usually to blame: Groups do not merely fail to correct the errors of their members; they amplify them. They fall victim to cascade effects, as group members follow the statements and actions of those who spoke or acted first. They become polarized, taking up positions more extreme than those they held before deliberations. They focus on what everybody knows already—and thus don’t take into account critical information that only one or a few people have.

Silence the leader.

“Prime” critical thinking.

Reward group success.

Assign roles.

Appoint a devil’s advocate.

Establish contrarian teams.

The Delphi method.

Stay cool and do not take disagreements personally,

For managers who simply aren't open to outside input, coaches recommend listening with an open mind -- and empathy.

decision fatigue.

If you have a particularly decision-heavy day at work, then you come home feeling drained. You might want to go to the gym and workout, but your brain would rather default to the easy decision: sit on the couch. That’s decision fatigue.

1. Plan daily decisions the night before.

When you want to get better decisions from your mind, put better food into your body

Start your day by working on the most important thing in your life.

3. Stop making decisions. Start making commitments.

4. If you have to make good decisions later in the day, then eat something first.

2. Do the most important thing first.

5. Simplify.

6.) Limit Your Choices

5.) Create To-do Lists Based on Specific Goals

3.) Learn To Let Go

.) Simple Rituals

1.) Make All These a Habit!

The process of creating habits involves building neural pathways in your brain – and this takes a heck of a lot of time. How much time? In his book Outliers, Malcolm Gladwell says 10,000 hours. Another author says it takes approximately 45 days.

A partner at the firm, Karena Strella, and her team believed the answer was individuals’ potential for improvement. After a two-year project that drew on academic research and interviews, they identified four elements that make up potential: curiosity, insight, engagement, and determination.

Challenge #4: The attribution bias.

Beware of giving the following excuses to avoid delegating: "It takes too long to explain." "No one on my staff is capable of doing it." "If you want it done right, you have to do it yourself." "My people are already overworked. I can't dump anything more on them."

Step 1: Choose What to Delegate

Step 2: Choose the Right Person to Delegate to

Step 3: Communicate What You Want Done

WHAT do you want the employee to do? WHY did you choose them to do it?