The Simplified Strategy Is Not Simple.

"Decision making powerlessness" stems from a psychological discovery, meaning that the more choices we have, the more inclined we are to act rigidities, thereby choosing a less resistant and easier way.

Here is a simple experiment: a grocery store has a table with 24 different kinds of jam on it. Customers can taste it freely. This is a great temptation. On the second day, only 6 different kinds of jam on the same table are tasted equally.

But the tangled question came: when we finally calculated how many jams we could sell, we found that each jam on the 6 jam only sold 10 cans on the day of the 24 jam.

When you have to choose between the 24 options, it is really too difficult. This is "weak decision-making."

Think of the reasons why your organization is prone to "weak decision-making". Believe me, the situation is definitely much worse than choosing between strawberry jam and blueberry sauce.

Each enterprise needs to make choices in attractive options: service customers and reduce costs, increase sales revenue and profit maximization, product quality and market expansion speed.

Add all these pressures together, and you will no doubt live there.

As Barry Schwartz said in his book "paradox of choice", when we are faced with more and more choices, "we overloaded it, the choice is no longer freedom for us, it makes us weak, so that we abuse ourselves."

What should you do?

Simplification.

I met a man named Hoover Adams who founded a Dunn Daily Chronicle in Dunn City, North Carolina, one of the most successful newspapers in the locality.

On average, each family subscribes 1.12 copies of the newspaper, that is to say, the same family members, people scramble to read, so that sharing a newspaper is a very difficult thing.

So I asked Adams what his knack was. He said his strategy had never changed in 40 years, and it came down to a sentence called "name, name, name".

Every day, Adams asks his editors to write as many Dunn local people as possible. The more the better, he will browse the newspaper and count the names one by one.

His point of view is, "look, we obviously can't do" USA Today ", nor do we do" Washington Post ". The only thing we can do and what others can't do is to tell readers how your neighbors are doing recently.

If you are an editor, you need to make a choice in two photos. One is a beautiful local park in the setting sun, and the other is a 9 person sitting in a boring conference room. Which one will you climb? "Dunn Daily Chronicle" must choose the latter, though boring, but there are 9 people in one photo.

Relying on the name, name, and name curse, Adams helps his editors to make the same choice as themselves. This is the value of simplification, which helps employees to get rid of "decision making powerlessness" while ensuring that everyone is heading in the same direction.