Decision Making (part 1)
The more data you have to process when making a decision, the greater the cognitive resources required.
This also is true for sustainment of decisions or resisting temptation.
Saying, “no,” to that extra coffee or donut utilizes finite cognitive resources.
When the quantity of data in a decision exceeds your current cognitive resources and capacity, you respond in one of two ways.
Either you become stuck in analysis paralysis or you unconsciously select the decision requiring the lowest cognitive resourcing.
More options does not equal more reward.
This does not mean that entirely removing choice is effective.
That challenges autonomy which negates the experience of reward.
It does mean that as a leader, your job is to consolidate the data to free up cognitive resources for your team to make decisions.
Beware the Ides of Macchiatos,
- Morning Cup