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Action Bias

Action Bias is the tendency to favor action over inaction, even when the decision is uncertain, or the potential outcomes are unclear. Action bias urges activity often without solid rationale or evidence that action will lead to a better outcome.

Action Bias

Impact on LEADERSHIP AND BUSINESS

Treasure:

In leadership, the “treasure” of the action bias is that it can create a sense of momentum and drive, as leaders take quick and decisive action to address challenges and seize opportunities.

Leaders who are willing to take action can demonstrate their confidence and courage, which can inspire and motivate their teams. They can also be seen as decisive and effective in making decisions.

Risk:

The "risk" however, is that this bias can lead to impulsive and hasty decisions that are not well thought out or based on sound reasoning. When leaders act without considering all of the available information, they may make decisions that are not in the best interest of the organization or their stakeholders, resulting in negative outcomes.

The action bias can also cause leaders to ignore the potential consequences of their decisions, leading to unintended consequences including inefficiency, missed opportunities, and unforeseen risks.

This bias can impact relationships and compromise trust between leaders and their stakeholders when leaders are seen as impulsive or even reckless due to action bias. They may make decisions that are not well vetted or not aligned with the goals and values of the organization. This can result in reduced support and cooperation from stakeholders, which can in turn limit the success and impact of the leader and the organization.

KNOW YOUR KNOTS - Learn to recognize when Action bias is taking the lead.

Ask yourself:

Do I often act just to feel like I'm in control?

Do I tend to make decisions quickly to resolve uncertainty?

Do I value being seen as decisive or a 'doer'?

What are the potential consequences of taking action immediately?

STRATEGIES to manage this bias: Pause - Perspective - Practice – Progress


Pause:

Think about whether you take action primarily to alleviate feelings of helplessness or lack of control, or because it's the most logical thing to do.

Reflect on whether your self-image or the way others perceive you influences your tendency to act, even when it might not be warranted.

Every behavior and action have a consequence. Consider all potential consequences before acting.

Balance the urge to act quickly with data and evidence that supports action. Before taking action, encourage yourself and your team to reflect on the situation.


Perspective:
Invite input from team members with different viewpoints to help in identify blind spots and potential pitfalls in hasty actions.


Practice:
Implement a structured decision-making framework including identifying the problem, gathering information, considering alternatives, weighing pros and cons, and then deciding.

Develop strategic thinking capabilities to consider the long-term implications of actions.

Ask questions like, "Is immediate action necessary?" or "What are the potential consequences of acting now versus waiting?" Encourage a culture where both action and inaction are valued as valid responses based on the situation.

Practice patience - giving yourself time to think and reflect on the appropriateness, timing, and value of action over inaction. Learn the value of patience and timing. Sometimes, waiting for more information or a more opportune moment can lead to better outcomes.



Progress:

Leaders who are aware of their action bias can consider the potential consequences and risks of their decisions, as well as the available information and alternatives. Then they can make decisions that are based on sound reasoning and evidence, and that are aligned with organizational objectives and values – leading to better outcomes and improved performance.


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