Although we don't always realize how our own preferences affect the outcomes of our efforts while those efforts are underway, this effect is often clearer after the fact. Obvious, too, is the effect of preferences on the outcomes of the efforts of other people. For instance, we easily understand why people procrastinate doing what they dislike. And we can also understand why people spend too much effort working on things they enjoy.
Yet we repeatedly misallocate resources. We often have the feeling that "we should have started this earlier;" or "We should have spent more on that;" or "We should never have undertaken this effort at all." Is it possible that so many tasks are beyond our ability to estimate the resources required? Or is something else is going on? Something we don't recognize?
Perhaps the problem relates to preferences in a subtler way.
One key to understanding the hidden effects of preferences might be the very fact that we feel that we could have foreseen the outcome. When we have a feeling after the fact, that we could have recognized some condition or other, we're acknowledging that we might have overlooked something. We might have failed to acquire information that was actually available. Or we might have failed to notice a connection that is now obvious. There are many possibilities, but one that is most difficult to accept is that we might be dealing with a phenomenon that distorts our judgment.
Accepting that our judgment might have been distorted can be upsetting, because we rely on judgment in almost every decision-making exercise. But rejecting out of hand the possibility of distortions makes us vulnerable to future distortions.
In this case, Accepting that our judgment might
have been distorted can be
upsetting, because we rely on
judgment in almost every
decision-making exercisethe effect of appeal or repulsion goes beyond mere resource allocation. Using the Eisenhower Matrix, popularized by Steven Covey as the Importance/Urgency Matrix, we can see that appeal or repulsion can distort our priorities by distorting our assessment of the importance or the urgency of tasks. Simply put, we're more likely to regard as important or urgent those tasks that we find appealing, and less likely to so regard those tasks we find repellent. In Covey's terms, appeal pushes tasks toward Quadrant I (both urgent and important), while repulsion pushes tasks towards Quadrant IV (both non-urgent and unimportant). And since the effect of appeal or repulsion is a distortion of judgment, this tendency is usually outside our awareness.
When assigning priorities to tasks, if some tasks are very appealing or repellent, be aware that the quality of your judgment of importance and urgency is at risk. Acknowledge what you like and what you don't, publicly and verbally. Use that acknowledgment to impose a discipline of objectivity on the process of setting priorities. First in this series Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenbLmqGNyHiIBTtHRIner@ChachZFHjuhbrOncqUTSoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Mastering Meeting Madness
- If you lead an organization, and people are mired in meeting madness, you can end it. Here are a few
tips that can free everyone to finally get some work done.
- My Right Foot
- There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned
recently when I temporarily lost some of my independence.
- Astonishing Successes
- When we have successes that surprise us, we do feel good, but beyond that, our reactions are sometimes
self-defeating. What happens when we experience unanticipated success, and how can we handle it better?
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- Symbolic Self-Completion and Projects
- The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators
of achievement that either they do not have, or that do not mean what they seem to mean. This behavior
has consequences for managing project-oriented organizations.
Forthcoming issues of Point Lookout
- Coming January 24: Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers. Available here and by RSS on January 24.
- And on January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrCnzvshFgqDCAGLner@ChacVRanGQyjGtXFOTnMoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here's a date for this program: