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Occam's Razor And Leadership
PERMISSION TO REPUBLISH: This text could be republished in newsletters and on net sites provided attribution is provided to the author, and it seems with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated however not needed: mail to: brent@actionleadership.com
Word count: 1185
Occam's Razor And The Leadership Speak
by Brent Filson
A Medieval English philosopher and excommunicated Franciscan friar will help you markedly along with your leadership today.
William of Ockham (1295-1349) is credited with the concept of Occam's razor, a heuristic that is employed in many disciplines however somewhat neglected in leadership.
Ockham wrote, "Pluralitas non est ponenda sine neccesitate" or "plurality ought to not be posited while not necessity." In different words, one should perpetually opt for the simplest rationalization of a phenomenon, the one that needs the fewest assumptions. He used the razor to criticize the convoluted elaborations of the scholastic philosophy of his time, criticism which led to his excommunication.
Nowadays, Occam's razor is applied in science, helping winnow out the more promising theories from lots of obtainable ones; in biology in evolutionary hypothesizing and Systems constructs; in medical diagnostics, identifying the fewest attainable causes that will account for all the symptoms; in producing, making merchandise using the fewest parts and least quantity of energy; in engineering, obtaining most output from minimum input. And in several other fields.
However Occam's razor has not been used extensively in leadership; and when used, it's been applied mainly as a drawback solving tool rather than a tool to help promote the individuals's motivation.
Clearly, problem solving is part of a leader's portfolio. However if your leadership job description is simply to unravel issues, you might further call yourself a manager or a technician. As a pacesetter, you would like to be more than a downside solver. You would like to inspire people to require action to realize extraordinary results.
Motivation is the operative word. Leadership devoid of motivational ways and techniques is leadership that's running around in the dark.
Let's apply Occam's razor to motivation in leadership. Most leaders fail to encourage individuals because they misunderstand the concept of motivation. To understand what motivation is, you first should understand what motivation ISN"T. Motivation isn't what you do to the individuals you lead. It's what the individuals do to themselves. You cannot motivate anybody to try to to anything. As a pacesetter, you founded an surroundings in which the folks build the selection to be motivated. You communicate, they motivate.
Occam's razor, then, is a tool to help the people make that free choice. The tool is effective as a result of it slices through clutter that multiplies the opportunities for error.
Nowadays, many kinds of clutter stop the individuals you lead from creating choices you want. There is the muddle of the Leader's Fallacy, the mistaken idea that just because you're a frontrunner speaking {that the} individuals can automatically want to hear from you and accept as true with you. There is the muddle of your misunderstanding their needs. There's the litter of your that specialize in your desires and therefore the organization's desires at the exclusion of a target their needs. There's the muddle of confusing what is changing for you and the organization with what's changing for them. There's the litter of misreading or ignoring their major problem; the clutter of not understanding what gets them angry; the clutter of being oblivious to what they're actually aspiring to.
To wield Occam's razor against clutter, let's understand how the razor interplays with three key factors of motivation: logic, emotion, and time.
Since Aristotle, it's been well known that the choice folks create to be motivated is based on both the rational and the emotional. The word motivation comes from the Latin root that means "to move." When you wish to move folks to require action, you engage their emotions.
Nonetheless before they can become concerned emotionally, your communication must make sense to them. This is an vital psychological point. Before the people make an emotional commitment to act, they typically undertake – but briefly, but adequately or inadequately – an assessment of the logical necessity of what they are being asked to accomplish.
To understand this, strive this mind-experiment. Image a crying policeman, hair raveled, weeping into his hands. We have a tendency to don't understand what to feel regarding that policeman till we have a tendency to will logically connect who he's and why he is crying with what we tend to are. He would possibly be a crazed, mad dog killer who has been shooting at folks and is weeping as a result of he is run out of bullets. On the other hand, he could have been making an attempt all night to talk somebody from jumping off a bridge; the person has jumped to his death, and also the policeman is weeping over the tragedy. Your logical assessment of the policeman either as a crazed killer or a compassionate Samaritan lays the groundwork for your emotional reaction to him.
That is where Occam's razor comes in. To communicate therefore the folks choose to be motivated means "plurality ought to not be posited while not necessity." Your introducing extraneous factors into their assessment method may frustrate their creating that assessment in your favor.
Furthermore, simplicity promotes motivation because of a rare feature of the human heart: its capacity to be profoundly changed in an instant. Experiences that happen within the blink of an eye fixed will propel people to radically alter their behavior and even the course of their lives. Once you understood precisely why the policeman was crying, you could immediately form a judgement concerning him; and dropped at bear on that instantaneous judgment may be a wealth of values, experiences, viewpoints, and suppositions that you just had learned throughout your life.
This easy experiment is borne out by several studies in neuroscience, especially findings detailing the brain structure called the amygdala and its electrochemical interactions with the brain's reasoning regions. Of course, the "blink of an eye" has been exactly measured decades ago by pioneering neuroscientist, Dr. Manfred Clynes. In his groundbreaking findings, Clynes discovered that two-tenths of a second is that the shortest time in which humans will consciously respond to stimuli. "All consciousness depends on time," he said. That fraction of a second is that the unit of awareness of the mind. I submit that's the time it takes for somebody to make the choice to be motivated.
History is replete with instances of individuals's lives being modified in a second of understanding. Simply one example out of countless: In 1835, when Wendell Phillips saw William Lloyd Garrison dragged with a rope down a Boston Street by a professional-slavery mob, Phillips became therefore outraged that he joined the abolitionist movement and became one in all its handiest activists. I am positive you'll be able to reminisce in history and also back on your life and come up with examples in which a flash's realization prompted a amendment in thinking and behavior.
Since it is within the realm of heartfelt words and actions that great leadership results accrue and since your understanding and use of the guts's miraculous capability to be instantly reworked will boost your leadership, the razor can be one in every of your most vital assets. It'll help you chop away the sapwood of extraneous thoughts, speech and actions to reach the heartwood of the true motivational impulse within the individuals you lead.
However, be careful that you don't cut into or cut away that heartwood. Apply the razor adroitly by taking Einstein's recommendation concerning using it in physics. He said, "Theories ought to be as easy as possible but no simpler."
2006 © The Filson Leadership Group, Inc. All rights reserved.
The author of twenty three books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and a hundred and one WAYS TO GIVE GREAT LEADERSHIP TALKS. He's founder and president of The Filson Leadership Cluster, Inc. – and for additional than 21 years has been helping leaders of top companies worldwide get audacious results. Sign on for his free leadership e-zine and obtain a free white paper: "49 Ways that To Turn Action Into Results," at http://www.actionleadership.com For a lot of regarding the Leadership Speak:
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