21 | November 2020
the first hurdle is to wipe “the way we’ve always done it” out of your mind and start the process of ideation with a clean slate. STEP 2: AVOIDING THE GOLDILOCKS PARADOX
I told a story at the Fall Support Staff Conference about my first cancer diagnosis at age 26. The news shook my world. When the doctor gave me several treatment options, I sat there overwhelmed with what felt like too many choices, and none of them good. When the nurse walked in, she explained that the four choices the doctor had given was the correct number of choices, because when he gave three choices (like many doctors did), patients tended to default to the perceived middle option, deeming it the “safe” choice. They made the middle choice almost instinctively, without much consideration. But when he gives four choices, suddenly patients seem to think more critically, weigh the options more fully. I call this problem The Goldilocks Paradox. Our brains are overwhelmed with information and want to search for an easy answer. Three options provide an easy, default middle choice. But by offering 4 or more options (instead of the standard 3) we can keep ourselves from making a default decision. Not only do we not want to stop the idea process at the first idea, like we discussed above, but we want to keep digging until we have at least four good options for solving a problem. In this way, we give ourselves the best opportunity to solve challenging problems in creative ways. STEP 3: SOLVING PROBLEMS WITH STORIES
In 1978, a Harvard researcher named Ellen Langer launched a study about, of all things, a photocopy machine. Her team started approaching people at the library copy machine line asking to cut in line. They said “Excuse me. I have 5 pages. May I use the Xerox machine?” About 60% of people said yes to the request. Then they changed the request slightly. They asked “Excuse me. I have 5 pages. May I use the Xerox machine, because I’m in a rush.” They offered a reason. This time, 94% of people allowed the researcher to cut in line. Finally, they changed the request just a little more. This time, they asked “Excuse me. I have 5 pages. May I use the Xerox machine, because I have to make copies.” A full 93% of people agreed to let the researcher cut the line! Almost the same as the request above! But “I’m in a rush” is a much more sensible reason than “I have to make copies.” Of course they have to make copies! Everyone waiting in the Xerox line has to make copies! There is power in the word “because.” When we explain ourselves, when we share a story, people are instantly more willing to get on board with what we’re doing. From educators to naval officers, research shows that when we tell people stories about WHY something is happening, or why something NEEDS to happen, we encounter less resistance. Is someone more likely to remember page 64 of strategic plan spreadsheet? Or a story that illustrates the same request? A story is the clear winner every time. HARNESSING THE SUPERPOWER OF ADAPTIVE THINKING
2021 won’t be easy. But there’s a way to navigate uncertainty without added pain and with a greater guarantee of success. It’s a way to meet the challenges of this new world and survive, even when resources are stretched thinner than ever. Let go of “the way we’ve always done it,” avoid the Goldilocks Paradox, and share stories (both stories of success and stories of failure). If we can develop the skills of Adaptive Thinking in ourselves and our teams, we’ll be more ready for whatever comes our way. Courtney speaks to organizations and businesses that want to adapt faster and achieve more by creating a culture of Accelerated ResilienceTM. Her presentations are designed to help you adapt when the stakes are high and life doesn’t go according to plan. For more information go to courtneyclark.com
