People Don’t Know How to Think

Summary

• People often make bad decisions because they don't know how to think properly.
• When giving feedback to an employee, focus on observable facts. For example, if someone promised to show up at 9 but arrives at 9:15 consistently, point out that discrepancy.
• Use clean, factual data to discuss gaps between what was stated and what actually happened. This helps differentiate between criticism and insults.
• Criticism highlights a gap between what one intended to do and what actually occurred. Discuss how to bridge this gap to prevent future issues.
• Avoid making assumptions about why someone did something; they often don't know themselves.
• Our culture focuses too much on intentions, but what truly matters is decreasing the likelihood of the same issue occurring again.

Video

How To Take Action

Implementation Strategies for Small Businesses, Entrepreneurs, and Personal Growth

I would suggest implementing a few key strategies to improve decision-making and feedback processes. Here’s how you can start:

Focus on Observable Facts

When addressing issues with team members or even yourself, always stick to what can be directly observed. If someone is late, point out the exact times they were supposed to arrive versus when they actually did. This helps keep the conversation objective and based on facts.

Differentiate Criticism from Insults

Criticism should highlight gaps between intentions and outcomes. For example, if an employee promises to deliver a report by Monday but consistently fails to do so, point out this gap without making it personal. This way, you can discuss ways to bridge that gap without creating resentment.

Avoid Assumptions

Don’t assume why someone did or didn’t do something. Most people don’t even know why they do what they do. Focus on the actions and results, not the perceived intentions behind them.

Improve Future Outcomes

The ultimate goal is to prevent the same issue from happening again. Instead of dwelling on the failure, strategize how to increase the likelihood of the desired outcome occurring in the future. This could involve setting reminders, offering additional training, or changing processes.

By applying these strategies, you can make better decisions and give more effective feedback, leading to improved performance and reduced misunderstandings.

Full Transcript

people make consistently bad decisions because they don't know how to think if you're talking to an employee you say listen you said you wanted to show up at 9 you've consistently showed up at 9:15 there's just a discrepancy between these two things these are observables this is good and clean data if we can look at what is true what is observable then I can differentiate between criticism and an insult criticism is simply a discrepancy between stated and and reality this is what you said you wanted to do this is what happened how do we bridge this Gap how increase the likelihood that this does not occur in the future but as soon as you put on top of that and I think you're an idiot and I think you did that because and then you state some intention like you have any clue why anyone does anything and here's the fun part they don't know why they do it either our culture is obsessed with intention but it's a farce and it doesn't matter I just want to decrease the likelihood this occurs again