Go with your gut. Trust your instincts. What does your gut tell you? My gut says no.
American business speech treats the practitioner’s intuition as a legitimate input, nameable in a meeting and stated without apology.
The organ is the point. The claim is not that the person reasoned quickly. It is that something below reasoning produced an answer worth acting on.
American organisations enforce length limits on decision documents — the one-pager, the two-page brief, the executive summary capped at a page.
The constraint is on the analysis, not on the decision. A question that cannot be put in a page is treated as one that has not yet been thought through, rather than as one that needs more room.
In the 2015 shareholder letter, Bezos divided decisions in two. Type 1 are consequential and irreversible — one-way doors — and must be made methodically, carefully, slowly, with great deliberation and consultation. Type 2 are changeable, reversible, two-way doors, and should be made quickly by high-judgment individuals or small groups.
He gave the irreversible kind one sentence. The rest of the passage warns that large organisations apply the heavyweight process to reversible decisions, producing slowness, unthoughtful risk aversion, insufficient experimentation and diminished invention.
The framework is not a case for careful analysis. It is a case for identifying which decisions do not need it.
In Amazon’s 2016 letter to shareholders, Jeff Bezos wrote that most decisions should probably be made with somewhere around 70 percent of the information you wish you had — and that if you wait for 90 percent, in most cases you are being slow.
He added the necessary companion: either way, you need to be good at quickly recognising and correcting bad decisions.
The threshold is named as a number, published to shareholders, and adopted across American business as a rule of thumb.
Agreements of substance and importance have effects, ramifications, influence on the work of others. And since Americans work in teams, many of them in several teams at any given time, they are not inclined to enter fully into an agreement until they have checked out what those effects might be.
Why invest additional time discussing the details of a potential agreement, if one or two aspects of it are counter to their other responsibilities? Instead, Americans will check with key colleagues in those organizations potentially influenced by the agreement. In many cases, they will also briefly discuss the case with their direct manager.
This approach is often mistakenly interpreted as a sign that many Americans are either incapable or unwilling to make decisions on their own, without having to run to their boss for permission.
American team leads ultimately carry all responsibility for what occurs within their organization, and are therefore keenly interested in what obligations their team members make in their – the team leader’s – names.
Americans learn as early as in grammar school to break down complexity. They are taught in English Composition to formulate short, simple and clear sentences ordered in a logical sequence. Good composition avoids sentences with complex grammatical twists and turns. Simplicity and clarity are the goals.
Complexity: The state of quality of being intricate or complicated; a factor involved in a complicated process of situation.
Grammatical twists and turns: Convoluted structures in the English language that often obscure meaning for the reader:
“Although the blue whale has been protected for over thirty years and its numbers are increasing, especially in the North Pacific, where whale hunting has been banned, it is still at risk of extinction as its habitat is being polluted by waste from oil tankers and its main food, the plankton, is being killed off by harmful rays from the sun, which can penetrate the earth’s atmosphere because there is a huge whole in the ozone layer over Antarctica.”
Ernest Hemingway, considered to be one of America’s greatest writers, shied away from convolution in grammar and style. He never used big words or complicated sentences, yet he succeeded in painting vivid images. Overly sophisticated does not necessarily equate to good writing.
Disaggregate: to separate into component parts; to break up or apart. Americans not only aggregate, they also disaggregate.
A manager has a spontaneous idea, calls a meeting with more than a handful of experts to discuss it, then just as quickly disbands it noting that she and they should continue thinking about it. A corporate-internal project, generously funded at first, but which does not produce the initial results expected, has the “plugged pulled” on it quickly.
When low earnings over three straight quarters has investors grumbling, executive management reacts quickly with corrective action: close plants, layoff workers, hire a consulting firm to recommend a cost-cutting program.
At least until the end of the Second World War, the United States maintained a modest standing army, forcing it during war to ‘ramp up’ as rapidly as possible, only to then after the war demobilize just as rapidly.
Aggregate. Disaggregate. Quickly. It’s how Americans utilize resources.
Scope creep is when a task or project grows beyond its original intent, requiring more people, time and money than originally planned. It is typically a result of poor task definition, change control or internal communication. A precisely defined decision limits scope creep.
Scope: The extent of the area or subject matter that something deals with or to which it is relevant; the opportunity or possibility to do or deal with something.
Creep: To move slowly and carefully, especially in order to avoid being heard or noticed; moving very slowly at a steady pace; occur or develop gradually and almost imperceptibly; increase slowly but steadily in number or amount. Old English crēopan, meaning to “move with the body close to the ground”. Of Germanic origin; related to Dutch kruipen.
According to Economic Recovery Measures, Financial Rescues Have Only Temporary Impact by Kathy Ruffing and James R. Horney from the Center on Budget and Policy Priorities, the Bush-era tax cuts and its extension during the Obama presidency, in addition to the deficit-financed wars in Iraq and Afghanistan, account for “almost half of the $18 trillion in debt that, under current policies, the nation will owe by 2019.” Deficit-creep.
The Germans think ecologically. They not only draw on their resources sparingly, they also try to limit the negative effects of that use. Although Germany has a high population density, it has managed to declare almost 3% of its land as publicly-protected national parks, far above the average within the EU.
Many laws have been passed to protect the environment, including strict recycling laws for bottles, cans and other packaging material. Those who can afford it choose to buy organic food.
The Germans find more and more ways to save electricity and water, both of which are expensive. As of October 2012 only energy-saving lightbulbs can be sold. The stores offer only energy-saving lamps and lighting fixtures.
German awareness of the environment gave rise to the Green Party in the 1970s, which has developed into a major political force in Germany, and recently was the junior partner in the government with the Social Democrats. Ecological concerns have become common in all German political parties.
The more resources – material, budget, time, personnel – an organization has at its disposal, the more likely it will draw on them in order to solve a problem, take advantage of an opportunity, accomplish a task. Especially if the organization needs to move quickly. And conversely, the less likely it will develop approaches which conserve those resources. Americans are not known for doing more with less. Not yet.
Aggregate: formed by the collection of units or particles into a body, mass, or amount; clustered in a dense mass; composed of mineral crystals of one or more kinds or of mineral rock fragments; taking all units as a whole. From Middle English aggregat, from Latin aggregare to add to, from ad- + greg-, grex flock.
Americans aggregate. When the U.S. goes to war it aggregates overwhelming force. The current debate is how to move away from this tradition. American websites aggregate content. When start-up companies “go public” – initial public offering – financial institutions aggregate investors.