We've all seen this: The CEO who acts instinctively, sometimes with terrible results, keeps his or her job and even develops a loyal following. Meanwhile, the thinker in the executive suite who consistently offers the right, deliberated answer rarely gets a promotion.
Researchers at Stanford Graduate School of Business set out to answer the question of whether we sometimes penalize thoughtfulness — not in ourselves, but when we see it in others.
Via The Learning Factor
Researchers at Stanford GSB set out to answer the question of whether we sometimes penalize thoughtfulness — not in ourselves, but when we see it in others.
View the Research Paper here:
Thought Calibration: How Thinking Just the Right Amount Increases One’s Influence and Appeal
Social Psychological and Personality Science, April 2014.
Well, rest the common sense of the right balance... all attempts to break into actionable pieces what is in the very actual situation is impossible are futile... sometimes intuition is better than too much thinking and sometimes intuition puts things astray...it's a bit mote complicated than "less thinking & moreintuition"" (see books like "Think twice", "Think again" or Kahneman's...)...
Of course and it' an interesting aspect that the staff is how influenced by how the decision is made... decisions might be powerful and with full of confidence made by either by more thinking by more by intuition, the essence is the congruity, the authenticity of those making it and the transparence of the process...
Let me think about this....