One of the biggest challenges leaders have is to ensure
that preparation and analysis add real value and provide
the framework for action. The biggest enemy to action is
analysis paralysis.
One of the most difficult habits to break is the habit of
continuing to create and analyze choices long after
decisive action should have taken place. Analysis paralysis
is the graveyard of many organizations and careers. It's
procrastination - on both the organizational and individual
level - caused by fear of failure, fear of consequences,
fear of not being thorough, fear of making a mistake.
Analysis paralysis results in too many choices. Too many
choices drag down the energy, the time and the effort of
all those who are part of the issue.
Here are ten ways leaders have ensured they and their
organizations don't fall victim to analysis paralysis.
1 - Define success as the result of a cumulative process -
built on a cycle of action, evaluation, improvement - then
action, evaluation, improvement. Nothing creates fear - and
analysis paralysis - quicker than to be told that whatever
decision is made will result in failure or success - with
no other possible outcomes. Creating a either/or success
or failure situation will almost certainly result in
careful - read lengthy - analysis and preparation. Define
ideal outcomes and solutions and use them as guidelines in
setting goals - just don't let the ideal be the only
acceptable solution.
2 - The best course of action in the vast majority of
situations is the one that "meets requirements." Save the
"best possible" course of action for the relatively few
high value, high impact decisions.
3 -Impose constraints - money, time, resources - that keep
the focus on action, not on preparation and analysis
4 - Set up a ready, fire, aim behavior. Insist on enough
information to act with a reasonable degree of confidence
in the decision, and establish a measuring mechanism to
allow for changes as they become apparent.
5 - Realize that simplicity and limited choices can be very
liberating - they create a structure that allows for
action, rather than a constant evaluation of ever
increasing alternatives. Complexity is the partner of
analysis paralysis.
6 - Value attitudes that place a premium on information -
but information as a means to act, not as an end in itself.
7 - Insist on action at every step. Direction and
priorities are created through goal setting. Accomplishment
is the benchmark of success - not activity.
8 - Accept that mistakes are part of improvement. The
biggest enemy of innovation and development is often the
fear of making a mistake - or of being blamed for a
mistake. A problem solving climate accepts mistakes as part
of the process of improvement. It punishes non risk taking
behavior, as well as behavior to cover up mistakes."If
you're not making mistakes you're not accomplishing
anything" is a belief in problem solving organizations.
9 - Adopt a "Principle of Good Enough " (POGE) attitude
toward action. Software developers use POGE to act -
knowing that the only way to implement and improve is to
throw the switch - go live - measure the results and
improve - and then do it all over again. Adjustments based
on the results of action are an accepted part of the
process - not an indication of failure.
10 - Keep progress reviews simple and frequent and highly
structured. It's amazing how even the most worthy goal can
become hostage to analysis paralysis - if it's left
unattended by people in a position to see the bigger
picture. Make course corrections a routine part of the
process - an accepted and vital part of meeting goals. A
question that should be asked in every progress review
should be " "What course corrections do we have to make to
meet this goal?"
Take an inventory - of yourself and of your organization.
Ask yourself if the conditions for analysis paralysis exist
- or if analysis paralysis is already hard at work
confusing activity with accomplishment. Then use the
suggestions from the leaders who contributed to this
article to increase your personal and organizational
competitive advantage.
----------------------------------------------------
Andy Cox helps clients align their resources and design and
implement change through the application of goals focused
on the important few elements that have maximum impact in
achieving success - as defined by the client. He can be
reached at http://www.coxconsultgroup.com and E Mail at
acox@coxconsultgroup.com
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