{"id":8834,"date":"2021-02-24T09:08:14","date_gmt":"2021-02-24T09:08:14","guid":{"rendered":"https:\/\/ee.yelkdev.site\/?p=8834"},"modified":"2025-04-02T03:33:06","modified_gmt":"2025-04-02T02:33:06","slug":"how-will-i-know-seven-lessons-on-the-power-of-re-thinking","status":"publish","type":"post","link":"https:\/\/www.equalexperts.com\/blog\/our-thinking\/how-will-i-know-seven-lessons-on-the-power-of-re-thinking\/","title":{"rendered":"\u201cHow Will I Know?\u201d Seven Lessons on the Power of Re-Thinking"},"content":{"rendered":"

Last year I posted a short video on <\/span>how best to transform an idea into value<\/span><\/a>, and concluded by referring to \u2018<\/span>Cromwell’s Law<\/span><\/a>\u2019 (in essence, the power of admitting you might be mistaken).\u00a0 <\/span><\/p>\n

In these uncertain times, understanding whether you\u2019re right or wrong, and when to change your mind, have never been more important.\u00a0 If we\u2019re to succeed by making better decisions, we need new ways of answering the ultimate question (according to Whitney Houston): \u2018<\/span>How Will I Know?<\/span><\/a>\u2019\u00a0<\/span><\/p>\n

Addressing this question saw me embark on a journey of discovery, informed in part by Organisational Psychologist <\/span>Adam Grant’s<\/span><\/a> work in \u2018re-thinking and unlearning.\u2019\u00a0 During this blog post, I want to share seven important lessons.<\/span><\/p>\n

Lesson One: Avoiding the First Instinct Fallacy<\/h3>\n

Grant’s work<\/span><\/a> explores an interesting concept that we\u2019ve all grown up with: if you\u2019re unsure, go with your gut.\u00a0 It turns out there\u2019s a name for this: \u2018<\/span>The First Instinct Fallacy<\/span><\/a>\u2019.<\/span><\/p>\n

According to the research<\/span><\/a>, the vast majority of people who reject their \u2018gut instinct\u2019 actually improve their results.\u00a0 This is because intuition is based on pattern recognition, and as Grant reminds us: \u2018The patterns we recognise from the past may not be relevant to the problem we’re solving in the present.\u2019<\/span><\/p>\n

Consider the pain you might have felt during a pub quiz; you have the right answer but change your mind to the wrong one.\u00a0 The psychological truth is that the agony of changing your mind is much greater than sticking with your first answer, even if it turns out to be wrong.\u00a0 <\/span>This is why<\/span><\/a> many of us find it so hard to change our opinion on something – we prefer the comfort of old ideas to the discomfort of new ones.<\/span><\/p>\n

Lesson Two: Task Conflict Versus Relationship Conflict<\/h3>\n

When considering effective decision-making, Grant examines the dynamics of <\/span>Task Conflict and Relationship Conflict<\/span><\/a>.\u00a0 Most of us would agree that less conflict is better than more conflict – and that if we want success, team members need to get along. But <\/span>some researchers have argued<\/span><\/a> that<\/span><\/p>\n

the absence of conflict isn\u2019t harmony, it’s apathy.\u00a0\u00a0<\/span><\/p><\/blockquote>\n

The research shows that failed groups have more Relationship Conflicts than Task Conflicts, especially during the early phases of their work.\u00a0 Instead of figuring out how to best work together on the task at hand, the teams are distracted by their dislike of one another.\u00a0 There are two common aspects of Relationship Conflicts that are all-too familiar:<\/span><\/p>\n

    \n
  1. In the presence of interpersonal tensions, people shut down and stop voicing their concerns, leading to narrow and\/or imbalanced discussions<\/span><\/li>\n
  2. When Task Conflict concerns are viewed through the lens of Relationship Conflict, team members react by taking things personally.\u00a0 People reject ideas or criticisms because they’re too busy either defending themselves or trying to prove the other person wrong<\/span><\/li>\n<\/ol>\n

    By contrast, high performing teams experience minimal Relationship Conflict and lots of Task Conflict.\u00a0 My experience working with organisations of various sizes and backgrounds bears this out.\u00a0 For example, successfully deciding which problem to solve relies on a small number of key factors.\u00a0 The most important requires members of a multifunctional team to share their ideas with one another.\u00a0 If the team can constructively (and robustly) debate different perspectives as they arise and listen to each other’s views, then they will make better decisions on the next best steps.\u00a0\u00a0<\/span><\/p>\n

    But how do we have that wide-ranging discussion – which inevitably includes disagreeing with one another and asking people to change their position – whilst remaining friendly and open-minded?<\/span><\/p>\n

    Lesson Three: How to Disagree without Being Disagreeable<\/h3>\n\"\"\n

    Many years ago, I was given an elegant piece of advice by a senior colleague, who\u2019d watched me try (and fail) to influence a decision in which I didn\u2019t believe: \u2018The trick is to disagree with people and keep them at the table.\u2019\u00a0\u00a0<\/span><\/p>\n

    Take a moment to consider how you typically express yourself when you hear an idea with which you don\u2019t agree.\u00a0 You might say nothing (which as we\u2019ve discussed indicates excessive Relationship Conflict and <\/span>a lack of psychological safety<\/span><\/a>).\u00a0 Alternatively, you might say \u2018I don\u2019t agree\u2019, before going on to describe your far better idea.\u00a0 This tends to lead to a tug of war, draining huge amounts of energy to no end.<\/span><\/p>\n

    Recently, during a lively debate, a colleague said \u2018I have an alternative viewpoint\u2019.\u00a0 It struck me as a fantastically polite and considered response.\u00a0 Rather than saying \u2018You\u2019re wrong\u2019 or \u2018I\u2019m right\u2019, my colleague instead said: \u2018I too have an idea I\u2019d like to share and discuss.\u2019\u00a0 Next time you find yourself in a similar situation, give the tactic a try.<\/span><\/p>\n

    This mindset can also help us avoid another potential trap we might fall into when trying to re-think our position: the Totalitarian Ego.<\/span><\/p>\n

    Lesson Four: Confronting your Totalitarian Ego<\/h3>\n

    This is the idea that all of us have an inner dictator policing our thoughts<\/span><\/a>.\u00a0 Their job is to fend off threatening information (for example, ideas that contradict our own) by triggering: (a) <\/span>confirmation bias<\/span><\/a>\u00a0 (meaning you only see what you expect to see); and (b) <\/span>desirability bias<\/span> (meaning you only see what you want to see).\u00a0<\/span><\/p>\n

    By succumbing to our Totalitarian Ego, and closing ourselves off to counter-arguments, we enhance our pre-existing convictions, and prepare a hostile response to future attacks.\u00a0 In short, we build tall, thick walls around our beliefs that over time can neither be scaled nor breached.\u00a0\u00a0<\/span><\/p>\n

    There has to be a better way.<\/span><\/p>\n

    Lesson Five: Draw Four Houses<\/h3>\n\"\"\n

    Grant addresses this conundrum by referring to the work of American Educator <\/span>Ron Berger<\/span><\/a>.\u00a0 To encourage his students to think differently, Berger first asks them to draw a house.\u00a0 If you\u2019re reading this, please stop and give it a try (it doesn\u2019t matter if you\u2019re Michelangelo or not).<\/span><\/p>\n

    Next, share that drawing with three trusted people, and ask them to provide feedback.\u00a0 Invite them to tell you what they like about your drawing, and ask for any advice on how to improve it.<\/span><\/p>\n

    Now, taking this feedback into consideration, draw three more versions of a house, all of them different.<\/span><\/p>\n

    Berger\u2019s aim is to remind his students (and us) that just as you wouldn’t expect a great band to release their first run-through of a song, your first attempt can evolve and improve over time – especially when informed by constructive feedback.\u00a0 Making this mindset (\u2018re-thinking is good!\u2019) into a habit is a fantastic way to overcome the First Instinct Fallacy mentioned earlier.\u00a0\u00a0<\/span><\/p>\n

    Our first thought should never be our final thought.<\/span><\/p><\/blockquote>\n

    Lesson Six: The Perils of Solution Aversion<\/h3>\n

    Re-thinking is hard because we\u2019re hardwired to resist changing our minds.\u00a0 In some cases, the more we hear ideas that oppose our own, the more inclined we are to deny there\u2019s an issue worth talking about in the first place.\u00a0 We can so thoroughly dislike a solution that we utterly reject the existence of a problem.\u00a0 This phenomenon is called <\/span>Solution Aversion<\/span><\/a>.\u00a0\u00a0<\/span><\/p>\n

    The archetypal example of this is the question of whether or not humans are having an impact on the Earth\u2019s climate.\u00a0 The evidence presented in favour of this position has proved so unpalatable to some that they\u2019ve rejected the very idea of climate change.\u00a0 This has led to individuals, groups and even governments adopting an entrenched position, and refusing to engage with alternative views.<\/span><\/p>\n

    This may explain why the biggest challenges faced by companies often receive the least attention.\u00a0 Buried deep in the archaeology of all organisations are unresolved arguments that lead people to say things like \u2018we\u2019re not talking about that.\u2019\u00a0 Perhaps you\u2019ve heard (or said) similar things about your own company.\u00a0 But if we refuse to confront our most pressing concerns, they will eventually overwhelm us.<\/span><\/p>\n

    Lesson Seven: To Stick or Twist?<\/h3>\n

    So far I\u2019ve argued that being able to <\/span>change your mind as the facts change<\/span><\/a> is a virtue.\u00a0 But on the other hand, so is persistence.\u00a0 The most common question I\u2019m asked by leaders is: when should I be flexible, and when should I stick to my guns?\u00a0 Being resolute in our convictions can exemplify great leadership, whereas \u2018<\/span>flip-flopping<\/span><\/a>\u2019 can appear weak and ineffectual.\u00a0 Surely it is better to be convinced than doubtful?<\/span><\/p>\n

    As with so much else in life, a balance must be struck.\u00a0 My advice is to be fixed in your overall goals, and flexible in the strategies you employ to achieve them.\u00a0 A leading retail organisation may have the goal of increasing conversion through their eCommerce shopping basket.\u00a0 Thinking deeply and differently about how that might be achieved, informed by multiple perspectives, is the key to success.\u00a0 And it might be that the first idea the team chooses to pursue is proven to be wrong, and they are required to pivot and think again.\u00a0 That\u2019s OK – in fact, such flexibility is hugely valuable.\u00a0 As Grant reminds us, \u2018being open to re-thinking your position doesn\u2019t mean you always have to change your mind.\u2019\u00a0<\/span><\/p>\n

    Yet some leaders still fear re-thinking – that by slowing things down, the decision-making process will inevitably become mired in <\/span>tedious academic debates over the uncertainty of things<\/span><\/a>.\u00a0 The oxygen will be sucked out of innovative ideas and extinguish their spark forever.<\/span><\/p>\n

    My counter is to refer to <\/span>Daniel Kahneman<\/span><\/a> whose (Nobel Prize-winning) work prompts us all to ask: Do we spend too much of our time listening to people who think fast and shallow, and not enough time paying attention to people who think slow and deep?\u00a0<\/span><\/p>\n

    And there are always ways to accelerate our re-thinking. There’s no reason why we can’t take a few minutes to think about all the reasons why an idea might be wrong, not just the reasons it might be right.\u00a0 That brings me to my final piece of advice: Whenever you\u2019re not sure, channel Whitney and ask a range of people you trust: Can you see any gaps in my argument?\u00a0 Do I need to re-think?<\/span><\/p>\n

    Thank you, and good luck!\u00a0\u00a0<\/b><\/p>\n

    There you have it \u2014 an argument in favour of mastering the art of re-thinking, with a little help from Whitney Houston.<\/span><\/p>\n

    If you\u2019d like some advice on how to introduce these ideas into your organisation, <\/span>get in touch using the form below<\/b> and we\u2019ll be delighted to help you.<\/span><\/p>\n\n\t\t\t\t\t\t