One of the most famous studies of decision making gone awry is a simulation run by MIT for decades. In the simulation, a retailer, warehouse, and brewery are tasked with submitting and filling orders when there’s an abrupt yet steady increase in demand for an obscure brand of beer. The vast majority of participants’ decision making results in an extreme backlog followed by a catastrophic drop in demand.
As MIT’s Peter Senge noted in his leadership classic The 5th Discipline, the abysmal outcomes of the vast majority of teams continues due to a reactive mindset that presumes someone is at fault up the value chain. To make good decisions, Senge advises that leaders need to be cognizant of their role and relationships in a larger system, to be curious and proactively seek out data instead of blaming, in this case from both their supplier and buyer, and to have a broad awareness of traits of complex systems, which are simply time lags in the case of the beer scenario. Is there some way to help leaders default to the curious, empathetic, wide angle perspective they need for good decision making instead of the narrow and (in hindsight) impulsive view that MIT’s research reveals is nearly universal?
In our consulting work, we consistently find that closing the gap between decision making theory and practice depends on clients’ psycho-physiological state. When we work with leaders who have challenges with focus, problem solving, and prioritization, skill based training tends to show minimal returns. But when we address the same leader’s mind-body state, we see a marked improvement in their decision making and overall leadership. It’s not that they don’t know what to do; it’s that applying the knowledge is extremely difficult when they aren’t centered, and comes naturally when they are.
When considering centeredness, we define it as a mental and physical state in which one is both calm and alert. “Calm” could be understood as an emotional balance and “alert” represents a presence and readiness.
In decision-making, certain errors are predictable:
- Failing to consider alternatives and opportunity costs, and choosing between false binaries instead. The best solutions are often third, fourth, or fifth ways that can easily be overlooked with a narrow framing. What would you do if your current options were not available?
- Failing to question underlying assumptions, which are often painful to face. Is there evidence that the assumptions are valid?
- Getting swept up in short-term emotions. This could look like stubbornness, people-pleasing, or a “desire to win.” Looking at the situation from the outside in, as though you were advising a best friend, or asking how you’ll feel about it in 10 days or 10 months can help you gain objectivity and evaluate which choice best aligns with your long-term priorities.
- Only seeking evidence that supports your original perspective, also known as confirmation bias. Consider taking a pause, asking disconfirming questions, and truly being open to the answers.
Combatting these biases requires self-awareness, mental flexibility, creativity, empathy, risk assessment, and long term thinking, all of which are characteristics of centeredness.
Staying centered while working under pressure and on tight deadlines can be challenging. Without tools to stay centered, leaders can experience impulsivity, tunnel vision, clinging to the first solution, or feeling they don’t have time to listen. It isn’t easy to consider multiple options and opportunity costs objectively if you’re burned out, let alone lead with empathy to engage the many viewpoints and strengths of your team. Too often, when we’re stressed or exhausted, decisions collapse to last minute A B binaries. Options C, D, and E never make it to the table.
The same stressors that negatively impact decision making can also make it tempting to lose sleep, skip meals or wo
rkouts, use caffeine and sugar to power through, or drink alcohol to wind down. Though well intended, research shows that these choices adversely impact decision making and other performance measures, and further perpetuate the problem. We find that practices to maintain physical health, mental well-being, and work-life balance are highly beneficial for decision making and sustained performance in the long term.
We often see the most profound growth in our clients from practices that enhance restedness and reduce stress. We’ve identified 10 evidence-based dimensions of a healthy psychophysical state. The leading dimension is healthy routines with key practices in the areas of exercise, nutrition, sleep, and meditation.
Exercise Aids in Executive Function
A 2019 study found that morning workouts and three minute walks throughout the day improved both executive function and working memory throughout the day. Subjects who did thirty minutes of moderate to vigorous aerobic activity each morning and three minute walking breaks every thirty minutes throughout the day scored higher on tests of memory and executive function (1), both crucial for decision making. In contrast, subjects in the sedentary control group who sat for prolonged periods had lower memory test scores and showed subpar executive functioning.
Recommendation: Spend at least half an hour five days a week doing moderate to vigorous aerobic exercises such as vigorous walking, biking, hiking, dance, running, or sports. Take short movement breaks throughout the day, ideally every 30 minutes.
Sleep Keeps Us Sane
Moderate sleep deprivation produces impairments in cognitive and motor performance equivalent or more severe than being drunk (2). Subjects who went 17–19 hours without sleep impaired the speed and accuracy of their mental processing, important factors for efficient and sound decision making. While the effects of sleep deprivation are often hard to notice as the one experiencing them because one’s perception is less functional, objective tests such as this show the importance of sleeping a minimum of 7 hours.
Recommendation: Sleep 7-9 hours at approximately the same time each night. Avoid caffeine, alcohol, and nicotine within several hours of bedtime.
Nutrition Is Needed
Fast food correlates with poorer executive function and visual memory in college students, while hydration, fruit, and fish correlate with improved memory and learning performance–another boost for one’s decision making (3).
Recommendation: Eat regular meals with ample fruits and vegetables. Favor variety and whole foods and stay hydrated.
Meditation for Mental Clarity
One study on a mind-body meditation technique called Transcendental Meditation found that overall mood and brain integration improved when subjects meditated twenty minutes twice a day (4). After four months, baseline scores for anxiety, anger, depression, fatigue, and confusion scores decreased. Brain coherence measured by EEG (the brain’s electrical patterns) increased, suggesting enhanced calm and focus. Brain coherence is correlated with moral reasoning, increased IQ, learning, performance, and creativity. Each of these measures suggests a more centered mind-body state, and enhanced decision making capacity.
Recommendation: Invest time in meditation, tai chi, yoga, nature walks, or other stress reduction and renewal activities each day.
To bridge the gap between decision making theory and practice, we need mind-body techniques that cultivate centeredness as a foundation for good judgment. Decision making affects long term outcomes, innovation, productivity, teamwork, and human satisfaction. Optimal decision making engages multiple perspectives in a meaningful way. It necessitates creative, divergent thinking and objective analytical, convergent thinking. If we want peak performing leaders and teams, we need to foster flexibility, creativity, and empathy. Incorporating simple, research-based mind-body practices into daily routine makes good decision-making achievable.
References
- Wheeler, Michael J., et al. “Distinct effects of acute exercise and breaks in sitting on working memory and executive function in older adults: a three-arm, randomised cross-over trial to evaluate the effects of exercise with and without breaks in sitting on cognition.” British journal of sports medicine (2019).
- Williamson, Ann M., and Anne-Marie Feyer. “Moderate sleep deprivation produces impairments in cognitive and motor performance equivalent to legally prescribed levels of alcohol intoxication.” Occupational and environmental medicine 57.10 (2000): 649-655.
- Pilato, Ilana B., Bonnie Beezhold, and Cynthia Radnitz. “Diet and lifestyle factors associated with cognitive performance in college students.” Journal of American College Health 70.7 (2022): 2230-2236.
- Travis, Fred, et al. “Effect of meditation on psychological distress and brain functioning: A randomized controlled study.” Brain and Cognition 125 (2018): 100-105.