You play differently when you are losing than when you are winning, do not you? That is because there’s more stress when you are losing.
When the pressure’s on-when the bets are the highest-we tend to play more conservatively. To put it differently, we don’t to lose, rather than play to win.
It is human nature. After the pressure is the greatest, we concentrate on what we could lose, rather than what we might gain.
The very same dynamics that affect us in the poker table influence your team at work. Professor Heidi Gardner, of the Organization Behavior Unit at Harvard University, found that in high-pressure scenarios, teams receive a type of tunnel vision, focusing more and more about the dangers of failure than rewards of success. As a result of this, they fall back on safe, conservative approaches rather than coming up with original solutions.
This is an issue because the safest course is not necessarily the best course.
Now, let us be clear here. There might be occasions when the safe course is the best course. But how do you know that if you can not compare it with different choices? Bexar County Wildlife Removal deals with these issues on the regular.
When your staff freezes-when they default to security and stop coming up with these options-then you are all essentially saying,”The status quo is our best-and in actuality, only-bet.” And at this time, you’ve psychologically negated any chance of a breakthrough solution, a solution that could move the situation forward instead of keep it suspended where it is.
So how do you fix this?
1. Let them know that choices are valued
Create a culture of”two or more choices for each challenge.” Be clear with your staff that just 1 option isn’t an option. Make numerous options a core team worth, and be consistent with it. When your staff realizes that there’s an expectation of”two or more choices,” they will begin to generate those choices.
2. Listen to everyone
Gardner also discovered that in high-pressure scenarios, teams tend to defer to the highest-ranking members. But the reality is that great ideas can come from anyone. So rather than simply requesting the senior members what they think, ask everybody. Sometimes the most junior member of the group will observe something-a item of information, a relationship, a resource-that everyone else has overlooked.
I have written about this earlier. For example, ask your staff questions such as:
Imagine if we had infinite time to address this issue?
Imagine if we had to fix this issue with just $100?
Imagine if our competition were confronting this issue and solved it?
It’s no fun losing . I know. I have been there. But-in that and other high-pressure scenarios – there is a major difference between freezing and feeling helpless… and having choices that could result in a breakthrough solution.