Underlying these myths are three common and popular ideas that don’t serve us well: First, as busy people, we don’t need to invest time to make good decisions. Second, we are rational human beings, able to thoughtfully solve thorny and high-stakes problems in our heads. Third, decision-making is personal and doesn’t need to involve anyone else.
In decision-making, too, quality thinking benefits from periods of thoughtful deceleration. These calculated pauses empower you to check and challenge your biases, consolidate your knowledge, include others and enable you to decide whether to pivot and move in a new direction or stay the course before accelerating again.
To better understand and define the limitations of what you think you know, look for contrary examples and evaluate rival explanations
8 min read · From 2019 · It’s not the same as being data-driven.
Distinguishing between “data-driven” and “AI-driven” isn’t just semantics. Each term reflects different assets, the former focusing on data and the latter processing ability. Data holds the insights that can enable better decisions; processing is the way to extract those insights and take actions. Humans and AI are both processors, with very different abilities.
It struggles or shuts down once you start to think about the full distribution of values and, crucially, the relationships between data elements–information lost in aggregate summaries but important to good decision makiing. (This is not to suggest that data summaries are not useful. To be sure, they are great providing basic visibility into the business. But they will provide little value for use in decision-making. Too much is lost in the preparation for humans.)
Removing humans from workflows that only involve the processing of structure data does not mean that humans are obsolete. There are many business decisions that depend on more than just structured data. Vision statements, company strategies, corporate values, market dynamics all are examples of information that is only available in our minds and transmitted through culture and other forms of non-digital communication. This information is inaccessible to AI and extremely relevant to business decisions.
6 min read · Apr 29th · Big thanks to @ChrisSpalton for the review and drawings! Two anglers wade in a river. One-hundred meters from each other. They complete each other's thoughts. I cast here. You cast there. I move here.…
When people come together in teams sometimes everything flows and it’s so easy. Like water in a river rushing along, moving around the rocks it encounters. Other times we bounce off the rocks and we might not even know why.
Decision drift is when you decide something, but then your commitment drifts.
Teams (and framework makers) focus a lot of attention on making decisions, but not a lot of time on understanding decisions and each other.
3 min read · Mar 23rd · You’re risking more than just wasted time. Overanalyzing can also hold you back from pursuing new opportunities.
How you process feelings has a connection to your happiness and productivity.
And I’ve observed, the greater a person’s brain power, the more they tend to tie themselves up in knots before making a decision. They become obsessed with exploring and understanding the outcomes of all possible avenues before making the call. The reality is that you can never predict every possible outcome, no matter how smart you are.
UNDERSTAND THE FLOW STATE At work, it’s important to actively seek out the flow state, to be most productive. A state discussed by positive psychologist Mihaly Csikszentmihalyi, where you lose all track of time and you’re intensely focused on the task at hand, it is characterized by challenge (though not so much that it causes stress), so that your skills are naturally engaged and absorbed. In this state, many people feel their most productive, creative, and happy. It is the ultimate state to be on track to your best performance and output.