We are continuing our discussion of the human brain with last week's topic of irrationality. These findings suggest that humans are not rational, but are still predictable. This idea has two implications for you as a leader. First, people tend to expect leaders to be rational, to obey certain laws of physics, so to speak, yet, they themselves may act in ways that are not rational. This presents leaders with a conundrum: when you know your actions and decisions make sense, in the predictably irrational sense, but that they do not make sense in the traditionally rational sense, what do you do? How do you explain your decisions? How to defend them?
The second implication has to do with followers and their decision-making strategies. Following on the heels of our discussion of social influence, it seems that you could present information in ways to influence decision-making. Can you think of specific times that this has been done to you, or that, if you had known about it, you'd have changed how you presented information prior to a decision-making situation?
No comments:
Post a Comment