: Assume you cant choose any of the options youre weighing and ask, What else could I do? Cognitive limitations or laziness, for example, might cause people to focus intently on the wrong things or fail to seek out relevant information. Then, simply follow the format. Tellingly, each executive named, on average, only about a third of the specific objectives, and only one person cited more than half. Experienced, are you experienced? Do tell them without saying, I am experienced. After acquiring a number of firms, Seagate approached the decision analyst Ralph Keeney for help in figuring out how to integrate them into a single organization. We devote mental energy to figuring out how to avoid a loss rather than developing new possibilities to explore. Just make sure it's well formatted and attractive to the eye.
Keeney conducted individual interviews with 12 of Seagates top executives, including the CEO, to elicit the firms goals. The other has written 10 programs and has.9 GPA. Perhaps your misgivings arent really about her but about bigger issues you havent yet articulated.
Of course, there are other paths to greater profits, such as developing a leaner, more efficient workforce. Managers tend to frame decisions as yes-or-no questions instead of generating alternatives. Try the vanishing options test. Take this scenario from a well-known study: A company is looking for a software engineer to write programs in a new computer language. Instead of listing personal objectives, then, make it easy for hiring managers by creating a short qualifications profile of the skills and talents you would bring to the table. Thinking in this way has several benefits. Write percentages, dollar amounts, and numbers to best explain your accomplishments.
Successful Hopefully you only list the successes on your resume. Although narrow thinking can plague us at any time, were especially susceptible to it when faced with one-off decisions, because we cant learn from experience. The following methods are especially useful. This is what Dan Lovallo and Daniel Kahneman call taking an inside view of the project, which typically results in excessive optimism. But as the psychologist Daniel Kahneman has shown, its also a common source of bias that can result in poor decision making, because our intuitions frequently lead us astray. But don't go overboard.