Deepstash brings you key ideas from the most inspiring articles like this one:
Read more efficiently
Save what inspires you
Save all ideas
The metaphor is as follows: Imagine a financial committee meeting to discuss a three-point agenda.
The committee normally ends up running through the nuclear power plant proposal in little time because it's too advanced to really get into it.
The bike shed proposal takes much longer as everyone knows what it is and has an opinion that they want to air about it.
As the committee moves on to the coffee budget, suddenly everyone is an expert. _Before anyone realizes, they spend longer discussing the £21 coffee budget than the power plant and the bike shed combined.
The simpler a topic, the more people will have an opinion about it. However, when we mostly understand a topic, we feel compelled to say something, lest we look foolish.
With any topic, we should seek out the inputs from those who have done the work to have an opinion. If we want to contribute, it should be something valuable that will improve the outcome of the decision.
Also known as “bike-shedding" the Law of Triviality states that the amount of time spent discussing an issue in an organization is inversely proportioned to its actual importance. Minor issues will be discussed more, while complex issues will be discussed less.
Bike-shedding happens because the simpler a topic is, the more people will have an opinion on it and thus more to say about it.
SIMILAR ARTICLES & IDEAS:
... organizations should insist that staffers first try to come up with their own solutions.
One problem with group brainstorming is that when we hear someone else’s solution to a problem, we tend to see it as what an “anchor - we get stuck on that objective and potential solution to the exclusion of other goals.
... meaning clarifying the problem, identifying objectives, and individually trying to come up with solutions, a brainstorming session can be extremely productive.
Leaders spend many hours trying to shape and influence external factors such as processes, people, and targets.
Surprisingly, leaders would see better results if they spent more time focusi...
When we get busy, we often overlook the subtle shifts in ourselves. Or we become so focused on the work that we don't realise when we move away from what we truly value.
Being the best leaders we can be require us to identify our values and then live and lead according to them. When you understand what is important to you, what energizes you, what you believe in, and where you want to be, you can make decisions confidently.
Self-acceptance is not about accepting your failures and carrying on exactly as before. It is about taking responsibility for your actions, accepting what is and isn't possible to change, then developing a plan to improve things.
Self-acceptance is also about accepting your strengths. When you can identify your strengths, you can leverage that to get better results.
This is one of the first pieces of advice people give to those seeking remote work.
When you work remotely, a few misplaced words can become an occupational hazard. Every w...