In the world of management, the battle of facts versus beliefs matters. If you understand how bosses and colleagues really make decisions, you’ll be much better at influencing them.
Here are some things managers need to know about how colleagues make decisions, and how to get your way.
Firstly, anchoring. This means you need to strike early. Before the budget process starts, set achievable expectations, before the appearance of some crazy planning assumption. Anchor the debate on your terms.
And remember that losses aren’t just economic and rational. More important for managers, they’re emotional. Reversing a stated position loses face, so keep disagreements private while giving public fanfares even to partial agreements.
Endorsement is important. Get the backing of some power brokers for your idea.
Repetition influences decision making. All advertisers know this. Keep re-inforcing the same message home. Repetition works. Repetition works. Repetition works.
And think about this. When crime statistics get worse, why would anyone care? If my neighbour is burgled, crime is getting to be a serious problem. When I get mugged, then crime’s out of control. We believe what we hear and see, not what we read. So don’t rely on PowerPoint. Make your point personal, and make it relevant to those you want to influence.
Also make it simple for your colleagues. Offering ten alternatives leads to indecision. Instead offer them a restricted choice of two or three. The expensive option they can’t afford. The cheap option that’s no good. And then the option you want them to pick.
If you thought decision making was rational, think again. You have to work the political and emotional aspects of decision making as well. Then you can begin influencing decisions in your favor.
Here are some things managers need to know about how colleagues make decisions, and how to get your way.
Firstly, anchoring. This means you need to strike early. Before the budget process starts, set achievable expectations, before the appearance of some crazy planning assumption. Anchor the debate on your terms.
And remember that losses aren’t just economic and rational. More important for managers, they’re emotional. Reversing a stated position loses face, so keep disagreements private while giving public fanfares even to partial agreements.
Endorsement is important. Get the backing of some power brokers for your idea.
Repetition influences decision making. All advertisers know this. Keep re-inforcing the same message home. Repetition works. Repetition works. Repetition works.
And think about this. When crime statistics get worse, why would anyone care? If my neighbour is burgled, crime is getting to be a serious problem. When I get mugged, then crime’s out of control. We believe what we hear and see, not what we read. So don’t rely on PowerPoint. Make your point personal, and make it relevant to those you want to influence.
Also make it simple for your colleagues. Offering ten alternatives leads to indecision. Instead offer them a restricted choice of two or three. The expensive option they can’t afford. The cheap option that’s no good. And then the option you want them to pick.
If you thought decision making was rational, think again. You have to work the political and emotional aspects of decision making as well. Then you can begin influencing decisions in your favor.
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