Is it Good or Bad to Change Your Mind?
We either change our mind or get stuck decisions. Read why and what actions executives can take to become better leaders and…
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“It takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that!” Lewis Carroll, ‘Alice Adventures in Wonderland and through the looking-glass’
I once worked with a client where decisions were in a constant flux. We had a friday morning steering meeting with key stakeholders, the purpose was to update on progress and present the decisions required. Even when a decision was made and agreed, something weird happened after the meeting. There were two or three days of questions raised, comments, request for additional data and that same decision appeared — once again — on the agenda the following friday, and maybe the one after.
I have also experienced working in an organisation with a different approach to decision-making. There were two specific instances in which a decision was taken by the board, based on the correct data that we had at the time. After a couple of weeks in one case (and several months in the other) something outside our control happened. We assessed the situation and requested for the decision to be reconsidered in light of the new information. The requests were both declined.
The dilemma as to whether we can or should change a decision is ever present in our daily life.
I remember thinking about it the first time I bought a house, what if I change my mind? It is one of the biggest financial decisions and a big commitment for most people. It is also a decision you cannot change your mind about, and that’s kind of scary. You can easily return a £10 t-shirt if it doesn’t fit, or you don’t like it. But you don’t have the option to change your mind on a £500,000 house, even if you discovered later that there’s something wrong with it.
Is it good or bad to change your mind?
The examples above are at the extremes. Most of the time we are somewhere in the middle and the dilemma doesn’t seem that profound, or have extensive consequences. However, it remains a very important and relevant question. Let’s consider the two extremes and the main reasons why people choose to ether easily change their mind or are very set in their ways. For this I have created two decision-makers: the Inconstant and the Persistent. For both extremes I have chosen three reasons and their implications.
The Inconstant decision-maker
There are many reasons for changing one’s mind and revisiting past decisions. The three I share here are all connected to something that’s missing.
No clarity of purpose. I often think that decisions may need an oracle to do the purpose-check. Same as in ancient Greece when people went to the Oracle in Delphi to ask for advice and pose their questions. Today decision-makers need to ask themselves whether the decision fits with their purpose, the purpose of the organisation (or project), or the the outcome you want to achieve. My observation is that when this type of question is not posed, people tend to change their mind and revisit past decisions. It is alway important to know the Why behind a decision
No governance. Decisions are sometimes taken in a vacuum and not captured properly. This leads to variance of interpretation and misunderstandings. If you are not sure what the decision is, or where to find it written down for reference; how can you abide to it or implement it? Another situation is when there is no clarity or recognition of who is the accountable decision-maker. I have seen a group make a decision simply because they were the ones attending a meeting. As you may guess this was a decision soon revoked.
Lack of confidence. Decision-making requires confidence in our expertise, capabilities and position. The first two characters is also what we expect of leaders. At any level of the organisation, we expect a CXO — or a project manager — to use their expertise and to have the capabilities to make the best possible decision. I have seen the negative effects of hesitant leaders who grew a reputation of changing their mind too frequently.
Before we continue, let’s have a pause and consider our approach to decision-making and that of the people around us. Do you have any examples of situations that come to mind?
The Persistent decision-maker
Consistency and persistence are considered virtues, but sometimes they can prevent us from looking at alternatives. Stories abund of inventors, scientists and innovators who persisted with their goals and dreams and achieved success and recognition. The Persistent decision-maker I describe here is different and is characterised by one or more of these cases:
Escalation of commitment bias. This is the most frequent cause of resolutely keeping to the chose option. It happens when we worked so much and for a long time on a project, idea or product. We have invested effort and money which we believe we will ‘lose’ if decide to abandon it. There is the added pressure from the people who also supported the project, idea or product, this means we are double burdened with their commitment and expectations. In this type of situations it becomes increasingly difficult to change a past decision.
“We don’t have a plan B”. This is something I heard a very senior EU official say some years ago in an interview, and I still remember it. It terrified me. The unexpected can always happen, we don’t have any control on the outcome of our decisions. External factors and Black Swan events can wreck the best decisions. That’s why I strongly believe in having a plan B, just in case. Or maybe even a plan C…
Extreme self-belief. There is balance between having a strong self-belief and being blind to the opinions and inputs of other people. In the previous section there was lack of confidence as a reason of frequent decision changes. This is the other extreme. Some leader create a culture around them that prevents alternative perspectives, they tend to surround themselves with people with similar ideas or fearful to disagree. This hubris allows decisions not to be questioned during discussion (if there is one) or once taken.
Changing your mind is neither good nor bad
There is always a sweet spot in the middle. The decision-maker challenge is how to avoid the two extremes. Here are some suggestions to take away. The first three are based on what we learnt about the Inconstant decision-maker:
Always keep your purpose in mind. This applies to any situation and it can be either your personal, project or company’s purpose. The action is to ask yourself “is the decision going to help me achieve / or move closer towards my purpose?”; if yes, than you are less likely to keep revisiting your decisions.
Write things down. There is something very powerful in committing thoughts, ideas and decisions to paper. This simple governance action reinforces a commitment, both to oneself and to those with a stake in the decisions. Moreover when we write something down, read it and — even better — explain it to others, there is a validation check-point. We have a constant reminder and clarity of our decision
Grow in confidence. This can take time, however it is part of the journey to become a better leader. It also take practice and some outside help, I always recommend learning, coaching and mentoring to constantly develop capabilities and expertise. It is also important for any leader to surround themselves with people who are impartial, challenging and a sounding board with whom to discuss options and decisions.
Now let’s turn to what can we learn from the Persistent decision-maker:
Anchor on the present. The problem with commitment bias is that we feel the burden of past decisions, mounting costs and social pressure. Just think about the big infrastructure projects in the news, and how often they follow this pattern. It takes a brave leader to let go of a project or decision that is no longer viable. Instead of focusing on the past, the decision should be whether it is going to be useful for the present and future.
Have a plan B. Nobody knows what the future has in store, and definitely we have very little control on the future. The year 2020 has been a reminder that external events can have a dramatic impact on individuals and businesses. Having a plan B can also help to put the commitment bias in more perspectives, since we have an alternative available.
Humility. This takes a lot of courage: the leader who chooses a diverse team will benefit from alternative opinions and challenges to the group thinking; this has solely the aim of achieving an even better outcome, rather than pointless disagreement. This is the leader who first listens to other people’s opinion before expressing one. The leader who asks questions rather than only give answers.
As you see, changing your mind is neither good nor bad. The secret is to be aware of the pitfalls on both extremes.
I mentioned the Oracle of Delphi earlier, I close this article with the three maxims inscribed on a column in the forecourt of the temple
Know thyself
Nothing to excess
Surety brings ruin
I want to hear your views, comments and experiences. Please comment in this article or contact me at giorgia@giorgiaprestento.com
About me
I have developed a passion for decision-making when studying for a Masters in Behavioural Science at the LSE. I wrote my thesis on behavioural dynamics in group decisions and was hooked. My mission has become to learn more about the topic and then inspire people to optimise their decision-making. My business background meant that working with executives and companies was the best place to start.
I reflected on my experience and observations in many organisations and it struck me that many didn’t have a framework or process to ensure they achieved the best possible decision outcomes.
Check out my website for more information on decision-making. You can sign-up for a blog and insights in decision-making. You can contact me if you want to talk about your specific decision-making.