Outside of Logic
There are areas of thinking and behavior that occur outside the norms of everyday logic. For example, when getting a flu shot patients are offered the option of a small needle or a big needle. Many people opt for the longer needle despite being told the efficacy is the same. It’s not logical, but still very real. Instances of thinking and behavior that are outside of logic occur more frequently than you might think. Recognizing gaps in logic for what they are helps individuals and companies avoid getting stuck while also reducing stress and maintaining forward progress.
The flu shot injection is intramuscular, so increased depth doesn’t equate to improved efficacy. But . . . people believe that while the longer needle is scary and hurts more, the depth of penetration and the associated pain are what make it more effective. This perception is wrong, but confronting illogical bias directly doesn’t usually result in forward progress.
Leading Around - A very wise consultant cautioned me against using the words “should & shouldn’t” to try to bend reality. So when you identify “outside of logic” thinking/behavior accept it and begin to develop a work around. Start with thorough observation and learn about the situation as objectively as you can. Pay particular attention to peripheral factors driving the behavior - often they’re coming from learned biases and emotional fears.
When you can see what is happening and have a reasonable hypothesis on why, deploy a work around solution focused on achieving your preferred outcome. It doesn’t have to be pretty, elegant or clever - it just has to bridge the logic gap.
Flexing your ability to accept and keep moving can often provide the natural impetus that enables the quick fix to transform into the cure.
- Identify and learn the underlying drivers for the bias
- Develop a work around solution that achieves the right outcome
- When the work around bridges the logic gap, transition to a permanent fix.
- Consider that people operating within the realm of logic may look at the fix as cockeyed. Chances are good that logical people also see what you see recognize the work around for what it is. Alternately, you can provide a “y” option that allows logical people to proceed naturally.
- Be kind in fashioning your work around. As mentioned, it often leads to recognition of the error and people don’t enjoy feeling like fools afterwards.
When the objective is progress, the value of being able bend your mind around reality (no matter how strange) is invaluable. In a ‘show me don’t tell me’ world, understanding does evolve in the right conditions. Focus on ideas, outcomes and communication are what drive forward motion.
LOL. Seems like my rough draft got posted. Corrections below. I have a story to tell about this. Many years ago when I was revitalizing failing newspapers. That was before all the current problems they face today. The papers failures were due to poor local management, narrow thinking and lack of community involvement by the publisher. The company I began my career, would send us to Sadler Associates in Chicago for a psychological evaluation before the next assignment. These properties required a lot of time and created tremendous stress. But in each and every visit to Chicago they found I was a complicated person who could balance a lot of balls at the same time. At each of these assignments I heard the same from employees, "that's not how we do it here", while real problems extended beyond. When other companies hired me away for my success record, I found their guidelines created a limited space. One of those companies was the largest in the world who just a few years after I left, went out of business. Their company was too micromanaged. One must allow for new air to breathe in life.
Interesting article. Many years ago I was a revitalizing failing newspapers. That was before all the current problems they face today. The papers failures due to poor local management and narrow thinking. The company I started with would send us to Sadler Associates in Chicago for a psychological evaluation before the next assignment. These properties required a lot of time and created tremendous stress. But in each and every visit to Chicago they found that I was a complicated person and who could balance a lot of balls at the same time. At each of these assignments I heard the same from employees, "that's not how we do it here", while real problems extended beyond. When other companies hired me away for my success record, I found their guidelines created a limited space. One was the largest in the world who just a few years after I left, went out of business. Their company was too micromanaged. One must allow for new air to breathe in life.
Excellent advice on an interesting topic. Well said!
Love your last sentence, really brings the point home for me!