Human Beings Tend to Avoid Analytic Structure
Jones interprets some rapid refusals of structured analysis as intuitive reactions rather than considered evaluations. His account raises the question of whether a method is being rejected before its costs and benefits are examined.
THE IDEA
Jones presents this explanation through a personal account:
Sometimes, when I offer to show people how to structure their analysis of problems, they say, “Sorry, but I’m awfully busy.” “No, thank you. We don’t use things like that here.” “Very interesting, but it sounds a bit arcane.” “I wouldn’t think of using such Byzantine methods.”
The rejection is so spontaneous and emphatic that it could be only a mental knee-jerk reflex, not a reasoned response. What could be causing this unreasoning reflex? Because they have not learned and understood the techniques, they could not have performed any cost-benefit analysis on them. They therefore have not assimilated any data on which to base a reasoned judgment. The only conclusion one can draw is that their reactions are purely intuitive, meaning they come from the subconscious mind. And why would the subconscious mind reject these techniques out of hand? Because structuring one’s analysis is fundamentally at odds with the way the human mind works.
When to use it
Introducing a new decision-making framework to a team that is accustomed to intuitive judgments.
Proposing a structured analysis tool during a business meeting where participants tend to rely on gut feelings.
Deciding whether to adopt a formal project management methodology in an organization that values flexibility.
Encouraging oneself to use a systematic approach for a complex personal decision despite a natural urge to go with intuition.
FROM THEORY TO EVERYDAY LIFE
In practice
Rejection of Structured Analysis
People commonly respond to offers of analytical structure with dismissive phrases such as 'Sorry, but I’m awfully busy' or 'Very interesting, but it sounds a bit arcane.' Jones interprets the quick, emphatic responses as intuitive rejection. The anecdotes alone do not establish why each person declined.
A MOMENT TO REFLECT
Put it to work.
When have you rejected a structured analytical method without fully considering its potential benefits?
What intuitive reasons might underlie your resistance to using analytic frameworks in decision-making?
How can you recognize and overcome this instinctive avoidance of analytic structure in your own thinking?
CONTINUE THE CONVERSATION
Source texts
- The Thinkers Toolkit by Morgan D Jones