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
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More articles on Personal, Team, and Organizational Effectiveness:
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- The phrase "You get what you measure," has acquired the status of "truism." Yet
many measurement-based initiatives have produced disappointing results. Here's Part III of an examination
of the idea — a look at management's role in these surprises.
- Management Debt: II
- As with technical debt, we incur management debt when we make choices that carry with them recurring
costs. How can we quantify management debt?
- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization
to risks. Managing those risks is a first step to ending the bottlenecking pattern.
- The Risks of Too Many Projects: I
- Some organizations try to run too many development projects at once. Whether developing new offerings,
or working to improve the organization itself, taking on too many projects can defocus the organization
and depress performance.
- The Goal Is Not the Path
- Sometimes, when reaching a goal is more difficult than we thought at first, instead of searching for
another way to get there, we adjust the goal. There are alternatives.
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- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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