There Are 5 Frogs On A Log ...

There are 5 frogs on a log.  3 of them decide to jump off.  Now how many frogs are on the log?  2, 5?  I say 4.  2 decide to stay on the log, 3 decide to jump, 2 reconsider and 1 commits. 

Deciding something does not make it so. 

Neuroscientists commonly believe that we make 35,000 conscious decisions every day and I know I do not act upon all of mine e.g., I decide to have a salad for dinner, but I don’t, I decide to get onto that soon, but I don’t, I decide to clean out the cupboard on the weekend, but I don’t and so it goes on. 

There is an a), b), and c) to decision making and execution.  Part a) is there a decision to make.  Part b) is making the decision and part c) is executing the decision. So, if we go through a) and b) why do we and why do we not go on to part c) and execute the decision? 

Let us look at the frogs.  Part a) the frogs have an option to stay on the log or not so there is a decision to be made.  Part b) they make their decisions - 3 deciding to jump and 2 deciding not to jump.  Part c) only 3 of the 5 frogs executed their decisions?  There are many reasons we decide not to go onto part c) and these usually include a lack of want and need to follow through.  If we are not convicted about our decisions and clear on their purpose and rationale it is unlikely, we will act upon them.  

So, let us take a final look at the frogs.  Frogs 1, 2 and 3 execute their decisions – frogs 1 and 2 decide not to jump - they are comfortable on the log; they see no reason to jump but frog 3 sees a gull flying overhead and fears for its life, danger is imminent it must jump.  Frogs 4 and 5 review their decision and do not execute the jump, frog 4 decides the water looks a bit cool, it would be a mistake to jump and frog 5 sees no urgency to jump; it can jump later. 

So why is the decision making and execution process important to understand in the workplace? 

• When you are conducting interviews, this understanding may help you detect untruths e.g., an interviewee may say “When I started in management, I decided I would be an inclusive, supportive manager.”  This begs the question “Would employees describe you as being this?” 

• In a Performance Appraisal it may help you see omissions of information so you can dive deeper into the conversation revealing more useful information e.g., an employee may say “I decided not to go along to the staff dinner.”  This begs the question “Please explain to me what caused you to make that decision?” 

• In general staff management it may help you discover truths and motives that will help the business grow e.g., an employee tells you “I’ve decided to leave.”  This begs the question “I would very interested to know more about this decision and if you have somewhere to go to?”. 
  

In closing my hope is that from today forward when someone tells you they “decided” do not assume they “have done or will do”.