Bullet Point Madness: II

As I noted last time, although the bullet point format of briefings and presentations is suitable for relatively straightforward argumentation, its inherent shortcomings limit its value for addressing complex issues. Because bullet points are too terse to express complex notions, and because the structure of a series of bullet points is inherently linear, briefers must add observations and detail during the presentation itself. This exposes the briefers to a cognitive bias known as the illusion of transparency. Briefers tend to believe that their audiences are gaining a better understanding of the briefing than they actually are.

But some briefers are very comfortable with this situation. They're more concerned with successfully leading their audiences in adopting the briefer's point of view than they are in providing their audiences with an accurate understanding of reality that can serve as the basis of a sound decision.

One approach to mitigating this risk is persuading decision makers not to demand briefings in bullet-point format, and instead encourage briefers to use whatever format best suits the content. But the bullet point is so well entrenched in business culture that efforts of that kind are unlikely to succeed. So I offer this alternative: a selection of insights about techniques that briefers use to bias decision making in the briefer's favor when the briefing uses bullet point format. Below are three guidelines some briefers employ to bias decision makers.

Feature aesthetics

In a recent post (see "The Trap of Beautiful Language," Point Lookout for December 18, 2019), I explored how beautiful language can confer credibility on the message the language carries. This phenomenon is due, in part, to a cognitive bias known as the rhyme-as-reason effect. It isn't much of a leap to suppose that other dimensions of beauty, beyond the mere linguistic, might have a similar effect.

For example, a beautiful set of slides, Some briefers are more concerned
with successfully influencing their
audiences than they are in
providing them with an
accurate view of realitynarrated by an attractive and polished presenter, might be regarded as more credible than would be a more workaday slide set narrated by a more down-to-earth presenter. [Brenner 2012]

Indeed, a search of the Web for tips for effective presentation slides yields over 24 million hits. These "tips sites" include such wisdom as the "6x6 rule" for bullet-point-formatted presentations: No slide should have more than six bullet points of no more than six words each. Slides with more verbiage than that are un-aesthetically "busy."

Provide dramatic nonprobative information

Dramatic nonprobative information is information that doesn't contribute to a proof of the briefer's case, but which is dramatic in its impact on the audience. Audiences find it persuasive, even though it proves nothing. Examples are emotional or humorous anecdotes; suggestive charts, graphs, and statistical data; statistical correlations; and images.

Nonprobative information can be so persuasive that it has drawn the attention of researchers. For example, Newman, et al., have produced results that are consistent with the hypothesis that ancillary photographic images can enhance the probability of subjects accepting claims to be true without evidence. [Newman 2012]

A reasonable conjecture is that the effect of nonprobative information might not be restricted to photographs — videos, well-designed graphics, testimonials, stories, personal accounts, celebrity endorsements, clever word or phrase coinage, and so on, might all have similar effects.

These results suggest that we make our decisions based on the bulk or emotional impact of the material offered in support of a claim rather than on the evidentiary quality of that material. The advertising industry seems to be willing to invest enormous sums in ways that suggest that such approaches are effective in general populations.

Exploit cognitive biases

A cognitive bias is the tendency to make systematic errors of judgment based on thought-related factors rather than evidence. We're all subject to cognitive biases; no one is exempt. Many different cognitive biases are available for exploitation, but let's consider one: the endowment effect.

The endowment effect is our tendency to demand much more to give up an asset (or privilege) than we would be willing to pay (or sacrifice) to acquire it. [Morewedge 2015]

In some circumstances, decision makers confront a choice in which they must close down one initiative that's already underway (call it initiative O for "old"), in order to undertake another initiative (call it initiative N for "new"). In these cases, the endowment effect can sometimes lead decision makers to demand a lower level of risk or a higher return from N than they would if they had no need to close down O, and therefore the endowment effect were not acting.

Briefers who advocate for N can exploit the endowment effect to advantage. They can use aesthetics and nonprobative information to make their projections for N seem more credible and more appealing to a skeptical audience. And by avoiding those techniques in the portion of the briefing concerning another contending briefer's projections for O, they can make O seem less appealing. In this way they can increase the relative attractiveness of N.

These are just three examples of techniques briefers can use to gain an unfair advantage in persuading decision makers to adopt the position the briefers advocate. If I haven't convinced you that this is a real risk, let me know and I'll send you some bullet points. 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!

Footnotes

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Cognitive Biases at Work:

Wishful Significance: II

When we're beset by seemingly unresolvable problems, we sometimes conclude that "wishful thinking" was the cause. Wishful thinking can result from errors in assessing the significance of our observations. Here's a second group of causes of erroneous assessment of significance.

The Ultimate Attribution Error at Work

When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable.

How Messages Get Mixed

Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message.

Seven Planning Pitfalls: III

We usually attribute departures from plan to poor execution, or to "poor planning." But one cause of plan ineffectiveness is the way we think when we set about devising plans. Three cognitive biases that can play roles are the so-called Magical Number 7, the Ambiguity Effect, and the Planning Fallacy.

Seven More Planning Pitfalls: I

Planners and members of planning teams are susceptible to patterns of thinking that lead to unworkable plans. But planning teams also suffer vulnerabilities. Two of these are Group Polarization and Trips to Abilene.

See also Cognitive Biases at Work and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Coming July 28: Be Choosier About Job Offers: II

An unfortunate outcome of job searches occurs when a job seeker feels forced to accept an offer that isn't a good fit. Sometimes financial pressures are so severe that the seeker has little choice. But financial pressures are partly perceptual. Here's how to manage feeling that pressure. Available here and by RSS on July 28.

And on August 4: What Are the Chances: I

When estimating the probabilities of success of different strategies, we must often estimate the probability of multiple events occurring. People make a common mistake when forming such estimates. They assume that events are independent when they are not. Available here and by RSS on August 4.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXEiRBfuFHUtjHrqUner@ChacpYPvvSVhUNIOeXHKoCanyon.com or (650) 787-6475, 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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.