Ambiguity, Decision and Rationality
Joe has a course he's considering taking. It is three months from now in a favorable location. He mentions it to his wife. She says it might not be a good time. He vacillates. He ponders. He does nothing. The course date comes. Joe isn't there, yet he wanted to be there. What happened? Joe was in the Ambiguous Zone. That is a horrible condition where life happens to you rather than you making your life happen by your design.
Because Joe couldn't decide he missed out. Now certainly, this is a relatively small thing. Courses come and go. But the real question is how many other places does our Joe wax undecided? What might this portend for patients or clients of Joe who are asked to make decisions everyday about their care?
He who decides more has a life more of his own liking.
Decisions are funny things. Some people take a seeming eternity to decide on the most insignificant of things. Others decide so fast that one would think they are irresponsible.
The reality of decision is that once a person has all the facts that can be had, most decisions can be and should be made quickly. Some personality types seem to gain some sense of value by "considering for a time" before deciding. Still, when it comes down to it, even these folks finally weigh all factors and arrive at a decision in a relatively short time.
Virtually all decisions do not come with all the facts to hand. Usually it is impossible to get all the data to rationally decide most business or personal decisions. The larger the scope of the decision, the more likely that there will be missing information!
This does not obviate getting the information that does exist. One must either study a subject thoroughly or use experts in that subject or both to guide decisions. Because we can't be experts in everything, we rely on others who do have knowledge and judgment to help us decide. This is certainly one of your roles as a dentist with your patients.
One mistake I see continually made is the mistaken assumption of expert status with very little knowledge of a field. Patients do this all the time! Even when you carefully explain all the whys and wherefores of care, many patients make boneheaded decisions! It just isn't rational thinking at all.
Even when problems are obvious to them, all sorts of silly and detrimental non-decisions and decisions occur: "think about it" delay, defer, patch, choose the cheapest possible way to fix, denial, blame the dentist, keep on doing what isn't working, go cheap and cut corners. It is frustrating, wouldn't you agree?
Just as patients sometimes make strange decisions regarding their dental care, many dentists do the same thing! (Gratefully, members of this group don't make these sorts of mistakes. They are too smart for this.)
One common arena where this occurs is practice marketing. All sorts of irrational thoughts spring up here. The more unknowing the Dr, the more frequent that Dr makes strange decisions about marketing! I could list pages of all the recurring idiocy concerning marketing. To add to the strangeness, many Drs turn to staff or spouses who are even more clueless. Talk about the blind leading the blind!
A weird correlation also seems to exist regarding treatment needing patients who forgo care and the Drs who see them. The dentists who have this happen the most seem to be also the ones who delay decisions or let circumstances decide for them!
There is another correlation when it comes to persuasion. Those dentists who seem to "fight" or reject new practice enhancing offerings as a matter of course also seem to have the most difficult time persuading patients to go ahead with dental care. I see this time after time: he who can't be "sold" has the hardest time of all "selling'" others. Think about fellow dentists you know that are always complaining about getting new patients or getting them to say yes. More often than not, they themselves are resistant to be persuaded. I must tell you that I am so glad members of this program are too smart to make these mistakes.
So how do you get ahead?
How can you move forward sensibly?
How can you get what you want?
Here are three principles for suggested guidance:
The Fulcrum of Decision, Clarity and the Ambiguity Virus
Imagine that the process of decision is like a teeter-totter. At one end is the subject being decided along with all the reasons why to go ahead. At the other end, all the reasons why not to go ahead.
Now think of the place in the middle that holds the teeter-totter in place. Without it, there is no lever, no teeter-totter. That place is the fulcrum of decision. It is composed of your decision about what is important to you in life.
When you consider that many people have never formulated or created these values to live by, it can be a wonder that anyone decides at all. Infecting the fulcrum is the virus of ambiguity. This is a state of neither fish nor fowl, some yes, some no. No real "decideds."
There is this weird logic going on that the best way to avoid a mistake is to not decide or simply procrastinate. This value deciding avoidance decimates the fulcrum, leaving the average person grasping for clarity. Ambiguity reigns. No decision is made proactively. Strangely, much like a virus, associating with those who lack the fulcrum to decide infects the unknowing friend or colleague or family member.
Right now, this is the real pandemic.
On the opposite end of the spectrum, are those who have a robust fulcrum, full explored and considered. When the teeter-totter of decision comes to them, decisions are soooo much easier. They have already clarified their values and importances. They can disregard all areas that are not within their value sphere. Life gets simpler.
Clarify your values and your life gets simpler, too.
The process of choosing your targets in life in all frames of short, medium and long, can require thought. But what is the alternative? It is virtually guaranteed that not naming what you want will yield ambiguous results. The good news for those who know their values is the process of choice is far easier. Still, one must name what is wanted to get what you want. One wouldn't dream of going to a restaurant and just eating whatever they served. That is a form of gambling.
So many people go through life in the Ambiguity Zone that leaders are craved.
"Show me what to do.
"Show what to believe."
"Show me what I should value."
These are the cries of the average public. I am not a cynic. I am realistic. This state won't be changing anytime soon. Leadership is about making decisions and giving oneself and others direction. The better you clarify and communicate your values, the easier it is to lead. People want it – give it to them.
Ambiguity rises once again in the realm of persuasion. Remove "the I am unsure abouts…" and persuasion is far easier. This is the arena of educating your patient to have enough understanding to eliminate the ambiguities and uncertainties.
Help them get clear about what they really want and how your offering helps them get that and your job of persuasion is a joy.
Leaving unacceptable unknowns or murky "unsure abouts" only if you want patients walking out without deciding.
How do you know if ambiguities exist in their world? Ask. Observe. Note concerns and comments. Do a through a complete job of removing what is unknown. This alone can pave the way to yes
Like it or not, ambiguity lies at the bottom of many failures. Remove yours and life gets simpler, easier and less cluttered with all the worthless brick-a- brac. Doesn't that sound valuable?
Now go find some and eliminate it!
Best,
Charley
Because Joe couldn't decide he missed out. Now certainly, this is a relatively small thing. Courses come and go. But the real question is how many other places does our Joe wax undecided? What might this portend for patients or clients of Joe who are asked to make decisions everyday about their care?
He who decides more has a life more of his own liking.
Decisions are funny things. Some people take a seeming eternity to decide on the most insignificant of things. Others decide so fast that one would think they are irresponsible.
The reality of decision is that once a person has all the facts that can be had, most decisions can be and should be made quickly. Some personality types seem to gain some sense of value by "considering for a time" before deciding. Still, when it comes down to it, even these folks finally weigh all factors and arrive at a decision in a relatively short time.
Virtually all decisions do not come with all the facts to hand. Usually it is impossible to get all the data to rationally decide most business or personal decisions. The larger the scope of the decision, the more likely that there will be missing information!
This does not obviate getting the information that does exist. One must either study a subject thoroughly or use experts in that subject or both to guide decisions. Because we can't be experts in everything, we rely on others who do have knowledge and judgment to help us decide. This is certainly one of your roles as a dentist with your patients.
One mistake I see continually made is the mistaken assumption of expert status with very little knowledge of a field. Patients do this all the time! Even when you carefully explain all the whys and wherefores of care, many patients make boneheaded decisions! It just isn't rational thinking at all.
Even when problems are obvious to them, all sorts of silly and detrimental non-decisions and decisions occur: "think about it" delay, defer, patch, choose the cheapest possible way to fix, denial, blame the dentist, keep on doing what isn't working, go cheap and cut corners. It is frustrating, wouldn't you agree?
Just as patients sometimes make strange decisions regarding their dental care, many dentists do the same thing! (Gratefully, members of this group don't make these sorts of mistakes. They are too smart for this.)
One common arena where this occurs is practice marketing. All sorts of irrational thoughts spring up here. The more unknowing the Dr, the more frequent that Dr makes strange decisions about marketing! I could list pages of all the recurring idiocy concerning marketing. To add to the strangeness, many Drs turn to staff or spouses who are even more clueless. Talk about the blind leading the blind!
A weird correlation also seems to exist regarding treatment needing patients who forgo care and the Drs who see them. The dentists who have this happen the most seem to be also the ones who delay decisions or let circumstances decide for them!
There is another correlation when it comes to persuasion. Those dentists who seem to "fight" or reject new practice enhancing offerings as a matter of course also seem to have the most difficult time persuading patients to go ahead with dental care. I see this time after time: he who can't be "sold" has the hardest time of all "selling'" others. Think about fellow dentists you know that are always complaining about getting new patients or getting them to say yes. More often than not, they themselves are resistant to be persuaded. I must tell you that I am so glad members of this program are too smart to make these mistakes.
So how do you get ahead?
How can you move forward sensibly?
How can you get what you want?
Here are three principles for suggested guidance:
- 1. Decide What You What's Important to You – This is far bigger as an obstacle than you may think. This is the realm of values and life principles. Too few really have ever sit down and gone through and listed their life's values and the principles by which they live. It is worthy of your time.
The Fulcrum of Decision, Clarity and the Ambiguity Virus
Imagine that the process of decision is like a teeter-totter. At one end is the subject being decided along with all the reasons why to go ahead. At the other end, all the reasons why not to go ahead.
Now think of the place in the middle that holds the teeter-totter in place. Without it, there is no lever, no teeter-totter. That place is the fulcrum of decision. It is composed of your decision about what is important to you in life.
When you consider that many people have never formulated or created these values to live by, it can be a wonder that anyone decides at all. Infecting the fulcrum is the virus of ambiguity. This is a state of neither fish nor fowl, some yes, some no. No real "decideds."
There is this weird logic going on that the best way to avoid a mistake is to not decide or simply procrastinate. This value deciding avoidance decimates the fulcrum, leaving the average person grasping for clarity. Ambiguity reigns. No decision is made proactively. Strangely, much like a virus, associating with those who lack the fulcrum to decide infects the unknowing friend or colleague or family member.
Right now, this is the real pandemic.
On the opposite end of the spectrum, are those who have a robust fulcrum, full explored and considered. When the teeter-totter of decision comes to them, decisions are soooo much easier. They have already clarified their values and importances. They can disregard all areas that are not within their value sphere. Life gets simpler.
Clarify your values and your life gets simpler, too.
- 2. Choose What You Want
The process of choosing your targets in life in all frames of short, medium and long, can require thought. But what is the alternative? It is virtually guaranteed that not naming what you want will yield ambiguous results. The good news for those who know their values is the process of choice is far easier. Still, one must name what is wanted to get what you want. One wouldn't dream of going to a restaurant and just eating whatever they served. That is a form of gambling.
- 3. Remove Ambiguity for Others
- Leadership:
So many people go through life in the Ambiguity Zone that leaders are craved.
"Show me what to do.
"Show what to believe."
"Show me what I should value."
These are the cries of the average public. I am not a cynic. I am realistic. This state won't be changing anytime soon. Leadership is about making decisions and giving oneself and others direction. The better you clarify and communicate your values, the easier it is to lead. People want it – give it to them.
- Persuasion:
Ambiguity rises once again in the realm of persuasion. Remove "the I am unsure abouts…" and persuasion is far easier. This is the arena of educating your patient to have enough understanding to eliminate the ambiguities and uncertainties.
Help them get clear about what they really want and how your offering helps them get that and your job of persuasion is a joy.
Leaving unacceptable unknowns or murky "unsure abouts" only if you want patients walking out without deciding.
How do you know if ambiguities exist in their world? Ask. Observe. Note concerns and comments. Do a through a complete job of removing what is unknown. This alone can pave the way to yes
Like it or not, ambiguity lies at the bottom of many failures. Remove yours and life gets simpler, easier and less cluttered with all the worthless brick-a- brac. Doesn't that sound valuable?
Now go find some and eliminate it!
Best,
Charley
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