Insights For Success

Strategy, Innovation, Leadership and Security

Decision Making

The Risk of "Information Hiding" Behavior in Project Management: Implications and Strategies for Prevention

GeneralEdward Kiledjian

A study conducted at George Washington University involving undergraduate students found that the likelihood of decision-makers concealing negative information or problems increased significantly as a project approached completion. Specifically, when a project was 90% complete, the study found that 81% of decision-makers were likely to hide negative information or problems, compared to just 37.5% for a project that was only 10% complete.

There are several potential reasons for this phenomenon. One possibility is that decision-makers may feel pressure to meet deadlines and achieve certain targets and may therefore be more inclined to conceal problems to keep the project on track. Additionally, decision-makers may be motivated to avoid negative consequences, such as criticism or punishment, if they report problems or setbacks.

One study published in the Journal of Business Ethics found that individual and organizational factors can influence the likelihood of "information hiding" behaviour. These factors include an individual's level of power and influence within the organization, as well as the organization's culture and reward systems. For example, the study found that individuals with a high level of power and influence within an organization are more likely to engage in "information hiding," as those who work in organizations with a culture that values competitiveness and individual achievement over collaboration and transparency. The study found that reward systems that emphasize meeting short-term goals and targets may also contribute to "information hiding" behaviour.

Another study published in the Journal of Applied Psychology found that "information-hiding" behaviour can negatively affect individuals and organizations. The study found that individuals who engage in "information hiding" behaviour may experience negative emotional consequences, such as increased stress and anxiety, and may also be more likely to experience negative career outcomes, such as reduced job satisfaction and career advancement opportunities. Additionally, the study found that "information hiding" behaviour can have negative consequences for organizations, including reduced trust and collaboration among team members, decreased decision-making quality, and reduced project success.

To minimize the risk of "information hiding" behaviour, it is important to create an open and transparent culture within an organization where decision-makers feel comfortable sharing information and raising concerns. This can be achieved through several measures, such as establishing clear communication channels, encouraging a culture of honesty and accountability, and providing training and support to help decision-makers feel more confident in raising concerns.

It is also important to recognize that "information hiding" behaviour is not limited to decision-makers and can occur at any level of an organization. Therefore, it is important to create a culture where all employees feel comfortable speaking up and raising concerns, regardless of their position or level of authority.

Overall, the study at George Washington University provides valuable insights into the potential for "information hiding" behaviour as projects approach completion and highlight the importance of creating an open and transparent culture within an organization to minimize this risk. By fostering an environment where decision-makers feel comfortable sharing information and raising concerns, organizations can help ensure that problems are identified and addressed promptly, ultimately improving the chances of project success.

Keywords: "information hiding," project management, decision making, transparency, accountability, project success.

The Dangers and Inefficiencies of Group Decision Making: What You Need to Know

GeneralEdward Kiledjian

Group decision-making is a process in which a group of individuals come together to make a decision or solve a problem. While it can be a useful tool in certain situations, there are also several dangers to be aware of when using this approach.

One of the main pitfalls of group decision-making is the risk of groupthink. Groupthink occurs when the desire for harmony or conformity within the group overrides the group's ability to make objective and critical decisions. This can lead to a lack of creativity and the acceptance of flawed ideas.

Another danger is the risk of social loafing, which occurs when individuals in a group contribute less effort than they would if they were working alone. This can result from a lack of accountability or a feeling that their contribution is not as valuable as others in the group.

To minimize these risks, it is vital to create an environment where all group members feel comfortable speaking up and expressing their ideas. It is also important to encourage diverse viewpoints and to be open to alternative solutions.

Another way to minimize the risks of group decision-making is to use a structured decision-making process, such as the Delphi technique or the nominal group technique. These methods involve gathering input from all group members and using a systematic process to evaluate and make a decision.

In addition to the dangers of groupthink and social loafing, group decision-making can also become less efficient as the group size increases. Studies have shown that there is a point at which the number of people in a group becomes too large, and the decision-making process becomes less effective.

One study found that the ideal size for a group decision-making process is around 5-9 individuals. Groups with this number of people tend to have the highest level of productivity and efficiency. However, as the group size increases beyond this range, the efficiency of the decision-making process begins to decline.

This phenomenon is known as the "law of diminishing returns," which states that the additional output from each additional unit of input eventually becomes less and less. In the case of group decision-making, this means that as the number of people in the group increases, the amount of time and effort required to reach a decision also increases, leading to a decline in efficiency.

So, while group decision-making can be a useful tool in certain situations, it is important to be aware of the potential pitfalls and keep the group size manageable. By doing so, groups can make more efficient and effective decisions.

Overall, group decision-making can be helpful, but it is important to be aware of the potential dangers and take steps to minimize them. Groups can make more effective and objective decisions by creating a supportive and structured environment and encouraging diverse viewpoints.

Keywords: group decision making, groupthink, social loafing, efficiency, productivity, law of diminishing returns, Delphi technique, nominal group technique

What is an OODA Loop?

GeneralEdward Kiledjian

The OODA loop is a decision-making process developed by military strategist and the United States Air Force Colonel John Boyd. The letters in the acronym stand for Observe, Orient, Decide, and Act.

The basic idea of the OODA loop is that to be successful in any situation; you must first observe the situation and gather information about it. Once you have gathered this information, you must orient yourself to the situation, understanding what is happening and why. With this understanding, you can then decide what to do next. Finally, you must take action based on your decision.

The OODA loop is a powerful tool because it helps you to make decisions quickly and efficiently. It is especially useful in situations where there is a lot of information to process, and you need to make a decision quickly.

The OODA loop can be applied to any situation, but it is particularly useful in situations with uncertainty or ambiguity. For example, it can be used in business decision-making, military strategy, or personal decision-making.

The OODA loop is a core part of the US Air Force's combat operations. The Air Force uses the OODA loop to help pilots make decisions quickly and efficiently in the heat of battle.

The Air Force also uses the OODA loop to train its pilots. By teaching pilots how to use the OODA loop, the Air Force can ensure that its pilots can make quick and effective decisions in combat situations.

What are some other applications of the OODA loop?

The OODA loop can be applied to any situation with ambiguity or uncertainty. Some other examples of situations where the OODA loop may be useful include:

  • Business decision-making

  • Military strategy

  • Personal decision-making

The OODA Loop Process

  • The first step in the OODA loop is to observe the situation. This means paying attention to what is happening and gathering information about the situation. Gathering as much information as possible to orient yourself correctly in the next step is important.

  • The second step is to orient yourself to the situation. This means understanding what is happening and why. It is important to have a good understanding of the situation before deciding what to do next.

  • The third step is to decide what to do next. This step is where you will use the information you gathered in the first two steps to decide what action to take.

  • The fourth and final step is to take action. This step is where you will take the action you decided on in the previous step.

It is important to note that the OODA loop is not a linear process. You may find yourself going back to previous steps in the loop as new information arises or as you rethink your decision. The important thing is to be flexible and adaptable in your thinking to make the best decisions possible.

What are some benefits of using the OODA loop?

There are many benefits to using the OODA loop. Some of these benefits include:

  • Quick decision-making: The OODA loop helps you to make decisions quickly and efficiently.

  • Improved situational awareness: The OODA loop helps you gather more information about a situation to orient yourself more accurately.

  • Better decision-making: The OODA loop forces you to think through a situation before making a decision. This leads to better decisions overall.

What are some drawbacks of using the OODA loop?

There are some potential drawbacks to using the OODA loop. Some of these drawbacks include:

  • Overthinking: The OODA loop can lead to overthinking a situation if you get stuck in the cycle of observing, orienting, and deciding.

  • Tunnel vision: The OODA loop can also lead to tunnel vision if you focus too much on one situation aspect.

  • Missing important information: The OODA loop can also cause you to miss important information if you move too quickly through the steps.

Despite these potential drawbacks, the OODA loop is still a powerful tool that can be useful in many different situations.

Keywords:

OODA Loop, US Air Force, Combat operations, Quick decision making, Military strategy, Business decision making, Personal decision making, Orienting, Deciding, Taking action, Flexibility, Adaptability, Situational awareness, Overthinking, Tunnel vision, Missing information, Powerful tool

You make bad decisions when too much info is available

Leadership StrategiesEdward Kiledjian

We live in the information age where almost anything can be researched and learned from the massive information superhighway. But is too much information a bad thing?

Psychology today has an interesting article that claims the more we learn, the harder it becomes to make a decision. Pushing the point just a little more: more information may encourage us to make a worse decision.

The article is worth reading and one paragraph that stood out at me was this:

"The human mind hates uncertainty. Uncertainty implies volatility, randomness, and danger. When we notice information is missing, our brain raises a metaphorical red flag and says, "Pay attention. This could be important."

If information overload leads to bad decisions, then why do we do it? They have a great explanation

Learning is associated with the release of dopamine, the same as powerful drugs like cocaine. It's why we are so vulnerable to an Internet rife with attention parasites that leave us worse for the wear.

They also state that humans tend to over-estimate the value of missing information. Any time we feel info is missing, our subconscious assumes it must be useful. The moral of the story is to consciously decide how much information you really need to make a good decision and stick to your plan.

I wonder if we will ever see people claiming to be "Information Addicts". Do we need to create a 12-step program for information addiction? LOL

When group decision making goes wrong

Behavior, Management, Organization, Team buildingEdward Kiledjian

Every time I am asked about decision making, I remember a mantra one of my earlier bosses use to chant all the time A company is not a democracy . Many modern managers have taken the completely opposing position of managing by consensus.

Personally, I believe that there must a be balance in all things and this is no different. For those times when a group decision is required, when is the group too big? Marcia W Blenko, Michael C Mankins and Paul Rogers wrote an interesting piece called Decide & Deliver: 5 steps to Breakthrough Performance in Your organization . An interesting statistic that they present is that once a group exceeds 7 people, each additional person reduces decision effectiveness by 10%.

The math is powerfully simple. The next time a group decision needs to be made, I guarantee you will see it in an entirely new light.