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“Developing our abilities to think more clearly, richly, fully — individually and collectively — is absolutely crucial [to solving world problems].”
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Adrian West, research director at the Edward de Bono Foundation U.K.
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So.
I was asked the other day about what I believed the internet, and connectivity’s,
greatest impact on business was.
After chuckling that there was no one thing and we didn’t have enough time to talk about all the aspects that have impacted us … I did suggest one thing we don’t talk about which has a larger ripple effect on the future of business – connectivity’s impact on decision making and how we teach decision making.
Simplistically, technological connectivity has killed maybe 90% of the delegation of critical thinking & decision making.
Yeah.
There are a couple of other sociological insidious things seeping into organizational culture – discouragement of risk taking, particularly among younger employees, ‘flat’ organizations which tend to only put the senior decision makers closer to actual tactical decisions and things like that.
But what connectivity has done is make the most experienced decision makers more available 24/7 and younger people more likely to “send them a quick text asking them what to do” or an email with the question at hand … so that the younger person doesn’t have to make the decision. This translates into less decision making experience, less real ‘outcome of decision experience’ as well as all the critical thinking that gets crammed into one’s head when forced to make some decision <which always takes on some extraordinary size & significance when younger and less experienced>.
I believe this is a real issue.
In fact … I believed it was so important I googled it to do some research for this post.
- ‘how connectivity has killed decision making’ … 0 results.

- how the internet has killed decision making’ … 0 results on the topic … most on ‘overthinking’ or ‘Information overload is killing our ability to make decisions’
I even tried ‘how the smartphone has killed decision making’ and got zilch other than some crap about how ‘smartphones are destroying a generation’ and shit like that.
Lets be clear.
This isn’t about ‘distractions’ or ‘short attention span’ this is about circumventing critical decision making skills through easy connectivity to someone who can make the decision <instead of you>.
And I found it extremely odd that there is nothing obvious in terms of the discussion online because society views technology through an extremely critical eye on perceptions of how it forms, or doesn’t form, critical thinking skills. And nowhere is the conflict more apparent than in the business world where in a seemingly non-stop 24/7 world where we deem “speed” as having some absurd value above anything else we force more and more decisions ‘up’ in an organization.
Let me tell you how it worked in a disconnected world.
As an old guy we had no smartphones and computers weren’t chugging out hundreds of emails between employees all the time.
My bosses sat with other bosses in some high falutin’ section of the office space <most often with doors and big desks> and I didn’t have easy access to my bosses because … well … they were not within shouting distance and they had their own shit to do.
I had team members, clients and other departments who always needed answers so they could do shit and make some progress <to meet deadlines that I had inevitably placed on them> and, when they needed a decision, 90+% of the time they didn’t want me hanging up the phone saying “I will get back to you after I speak to ‘x’ person.”
And many times I was out of town in meetings and … well … decisions had to be made.
In this disconnected world 25 year old Bruce had to make some decisions …
hopefully some good ones.
This didn’t mean that afterwards I didn’t sit there going … “fuck me, was that the right thing to do?” … because I did.
So in that disconnected world I would have to get up when I had a free minute and track down my boss and walk them through what was going to happen because I had made some decision.
I could go to Pat, who would sometimes be laying on his back under his desk looking at a world map he had taped under his desk thinking <claiming it gave him a different view of the world>, who would 99% of the time asking me why I thought it was the right decision, what other things we could have considered and start tearing apart the decision to better understand it.
I could go to Charlie who would 99% of the time go ‘okay’ … and then in a burst of energy start talking about what we could do now, a kind of “what’s next attitude” now that the decision had been made.
I could go to Beth who would always, always, just listen … and then start talking about how we could follow up with some research, or data, or support so that <in her words> “the decision doesn’t get killed by someone else’s opinions.”
I could go to any number of other bosses throughout my younger years and discuss a decision that I had made after the fact.
In a disconnected world a less experienced person was demanded to assume some responsibility.
The bottom line it was my decision and I had to live with it. I didn’t have a shitload of bosses who tried to kill the decision but rather seemed to accept it, warts & all, and figure out how to move forward from it.
Now.
A shitload of people may argue that in a connected world better decisions are made <slightly> faster <assuming you can reach the decision maker in some timely fashion> therefore business has benefited.
They may be partially right.
But I would argue 3 things:
<1> Most decisions made at a lower more tactical, or less strategically influential, level are not really business killers nor are they even ‘not fixable’,
<2> by delegating responsibility for a decision ‘upwards’ … someone never learns the critical thinking necessary, sometimes under time duress, nor the burden of responsibility,
<3> and ability to bear burden of responsibility is actually an indicator of future leadership skills.
I have gone on ad nausea over the years with regard to our short term paranoia within the business world and how it is killing us … and this ‘delegate decisions upwards because connectivity permits it’ is just one additional example.
Look.
The people who have the most confidence in their decision making skills, unless they are narcissistic asshats, are the ones with most experience in making decisions. And examining decisions made by someone else <which is what a younger person does if a more senior person makes a decision> is not even close to the actual experience of running the mental gauntlet of making the decision yourself … and understanding he burden of responsibility you assume by doing so.
By outsourcing our decisions to more experienced people, or even the false ‘certainty’ in data, we cheat ourselves.
We are left responding rather than thinking creatively, critically and autonomously.
And maybe worse we don’t give ourselves the opportunity to unlearn what we believe we have learned <which truly can only happen through trial & error>.
Gut feelings, and instincts, or even data … are not the best tools for an
uncertain world … they only offer the illusion of certainty. The business world is a complex world with thousands of decisions and a relentless onslaught of uncertainty.
About the only thing to maneuver your way through all of this complexity & uncertainty is by using the skill of critical thinking.
When we deny people the challenge of thinking critically, evaluating situations, making your own decisions and bearing the burden of responsibility we are heading towards a future where future manager will lack the cognitive ability, and critical thinking skills, to effectively think and make good decisions.
While I have several worries with regard to what technology and connectivity is doing to our business world … this is one we do not discuss enough if we are truly interested in the next generation of business people to be better than us.



disruptive ideas and what is “new.” And thanks to Yale and some guy named Loewy I have a tendency to toss around two phrases a shitload in the conversations — “Most Advanced Yet Acceptable” and optimal newness.
He believed to sell something surprising, make it familiar; and to sell something familiar, make it surprising.
an “optimal newness” for ideas or, well, how about we call it “advanced yet acceptable”.
Disruption actually means ‘to challenge.’ And, despite what many want you to believe, disruption is actually about creating something … not simply to destroy something. I would actually suggest that disruption, at its core, is about changing the way you think – creating new ways to think about something.
Therein lies a truth “optimal newness” never loses sight of. The biggest ideas with the biggest end impact on our lives typically have gained some momentum not because they were some huge ‘new, never seen before’ idea but rather because the innovated on some conventional thinking and shifted us into some different way of thinking about something.
I will end by stating, unequivocally, that this is easier to write about then to put into practice.
some topic and make a statement and 99% of the time the other person will say <usually indignantly> “where did you hear that?” … and I could say “well, Albert Einstein said it” … and I can almost guarantee I will get the following question … “when did he say that?” … and if I said “well, he said it on <pick your poison … FoxNews, MSNBC, CNN, NYTimes, Washington Post, etc>” … I can almost guarantee I will get a ‘lean-back-in-chair-moment combined with a sage “oh, he is biased.”

We live in a wacky world in which we have no experts, we trust no institutions to not have some nefarious intent and truth is in the eyes of the beholder.

Forever.
Forever is an empty concept.

Whew.
in some way they have been useful.



The only places in which Trump’s numbers rose versus Obama are … uhm … Russia <which rose a staggering 43 points, 11% to 54% confidence>and Israel. And, I would note, that despite the common perception Obama was loathed by Israel, Obama’s confidence ratings varied from 49% to 71% during his administration as compared to Trump’s current 58%.
international numbers should make anyone and everyone take a moment and pause.
Which leads me to my point <other than expressing some sadness> … a word to the wise <and even a
often argues that words don’t matter and behavior is more important.
Look.

collusion or coordination of efforts between anything I will outline and the Trump campaign. The analysis of that will be done by greater minds than mine.

number you want depending on your cynicism but suffice it to say the US Intelligence agencies are aligned in some form or fashion> agreed Russia was fucking within our election. They didn’t go into details but rather just said “they, they are doing this” <and did some behind the scenes stuff to deflect some things they did>.
These honeypots often appear as friends on social media sites, sending direct messages to their targets to lower their defenses through social engineering. After winning trust, honeypots have been observed taking part in a range of behaviors, including sharing content from white and gray active measures websites
trail led to Macedonia and Albania. In mid-September, he emailed a few of his private investigator friends with a list of the sites. “Very creepy and i do not think Koch brothers,” he wrote.
in the oval office.
agree upon … “be honest, don’t lie.”
said? nay, worse yet, to lie against a man’s own knowledge?
Oddly enough … honesty takes more work than lies.
He’s obviously right — lying destroys trust and destroys bonds. And they do so in sometimes little sneaky ways dissolving or loosening little threads holding us together. And, yes, sometimes they just cut all threads and you ‘lose’ whatever you had as it floats away on the restless sea of Life.
reality is reality. just like facts are facts. It is what it is and you can either face it or ignore it … but it will be there regardless of whether you look or not.




The first is to accept his behavior as normal and permit it to become more normal outside the purview of the oval office and on our tween/teen smartphones, in the classrooms, on softball and soccer fields, in the bars and in the office.


Michael Bond, the Paddington Bear author, died yesterday.
The list goes on and on.