From The Atlantic: “When scientists have studied procrastination, they’ve typically focused on how people are miserable at weighing costs and benefits across time. … In the last few years, however, scientists have begun to think that procrastination might have less to do with time than emotion.” As one researcher says, “To tell the chronic procrastinator to just do it would be like saying to a clinically depressed person, cheer up.”
From Catherine Goldberg at Greatist: By learning how to master the seven things that are within our control, you will start to make more net positive decisions, fewer net negative ones, and find that empowering, positive behaviors become second nature. So let go of all the stuff you can't control and start using your time to master what you can control. Before you know it, you'll be living your best life ever!
From strategy+business: The technique of deliberate practice can dramatically improve performance, but knowing its limits is as important as understanding its value.
From Patty McManus at Interaction Associates: Failure to achieve consensus can take your company down, as leaders at a number of organizations in recent history can attest. What if you were running one of those companies, and you realized in hindsight that the failure didn’t need to happen? Well, it doesn’t – most of the time.
Especially on difficult or contentious issues, consensus can take time, energy, negotiations, and more time. At some point, the conversation can become stagnant, and people just lose their will to engage with one another. Relationships can get strained, and, ultimately, organizations can falter. So before a leader has to call it and make a unilateral choice, a few tasks can increase the likelihood of a solid outcome that leaves the organization strong and able to take concerted action.
From Roger Schwarz: Consider three basic types of decision-making rules that leaders use: consensus, group input, and individual decisions. In consensus everyone agrees to support a particular solution. In group input, the leader gets input from the group (or individuals within the group) before making the leader makes the decision. In individual decisions, the leader makes the decision without getting input from group members. This article explores how leaders apply the same decision making rules to get different outcomes.
From Roger Schwarz: Have you ever been in a meeting when you thought you were going to be part of making the decision, only to find out that the decision-maker only wanted your input? It’s not a great feeling. Now, think about how you handle decisions when you’re the formal leader.
As a formal leader, you make decisions every day. Some decisions you make on your own, some you make after talking with others, and some you make as a team. Putting aside how you decide which decision rule to use – consensus, vote, consultation – there are some steps you can take to ensure that your team members will understand the decision rule and any decisions you make.
From MindTools: This model was developed by psychologist Dr. Tim Hartnett and published his 2010 book "Consensus-Oriented Decision-Making." By using the model, you can get everyone in the group involved in developing a solution, so that each person feels ownership of the final decision. This helps you build a more productive, committed team.
The model also encourages people to come up with creative ideas without fear of being judged. This helps the group develops better solutions and make better decisions.
The model is most useful for complex projects and problems, where you need to decide on the best way forward, and where the solution to your problem isn't clear. However, you can tailor it to a variety of other situations as well.
From Seeds for Change: You'll find lots of useful information, not only about the basics of consensus decision making, but also about how to apply it to large groups of people and about ideas for dealing with common problems. We also have a Short Guide to Consensus and you can find lots of tips on how to make your consensus meetings run smoothly in our various guides on facilitation and meetings.