In the dynamic landscape of today's economy, characterized by constant change and uncertainty, individuals and companies are increasingly seeking a competitive edge. Charles Duhigg, a renowned New York Times reporter, has delved into the realm of habit formation, notably in his bestselling book "The Power of Habit." Later, in his 2016 work, "Smarter Faster Better: The Secrets of Being Productive in Life and Business," the author extended his exploration beyond personal transformation to encompass the habits governing decision-making in organizations and societies.
The key premise of the book revolves around the notion that enhanced productivity results from specific choices made in specific ways. According to Duhigg, motivation serves as the foundation for productivity, and motivation, in turn, is rooted in control—more precisely, the individual's locus of control. Drawing from psychological research on the concept of "locus of control" developed since the 1950s, Duhigg emphasizes that those with an internal locus of control, perceiving control over their destiny, tend to achieve superior results compared to those with an external locus.
Crucially, Duhigg introduces the concept of "bias toward action" as an essential element for fostering control and motivation. This approach, demonstrated in the Marine Corps' basic training redesign, encourages individuals to take charge of their choices, creating situations that compel them to modify and work around given orders. It is an approach consciously cultivated to instill a "will to act."
Moreover, in the book, Duhigg explores the role of overarching goals linked to values and aspirations in enhancing self-motivation. He introduces the concept of "stretch" goals, drawing from Jack Welch's experience at General Electric. By marrying SMART goals with ambitious, undefined "stretch" goals, organizations can spark significant jumps in innovation and productivity.
Duhigg delves into the importance of balancing large and small goals, emphasizing the need to connect smaller tasks to overarching values and goals. The challenge lies in finding a balance between order and chaos, certainty and ambiguity, which is particularly pertinent in high-stakes situations such as piloting airplanes.
The author underscores the power of storytelling and mental models in decision-making. Successful individuals and teams habitually construct narratives and theories, enabling them to navigate complex and chaotic situations effectively. This ability to tell stories and envision multiple futures is a key trait observed across various professions and settings.
Duhigg also highlights the significance of psychological safety in teams, emphasizing the need for an environment that encourages the open sharing of ideas and the acceptance of diverse opinions. Google's People Analytics group's research aligns with the idea that successful teams exhibit high social sensitivity and equitable participation.
The idea of lean and agile management, which draws inspiration from Toyota's production system, emerges as a catalyst for productivity. By pushing decision-making to the lowest level and empowering individuals on the ground, organizations can foster a culture of creativity and adaptability.
Lastly, Duhigg explores the role of intentional disruption in preventing complacency and promoting innovation. Drawing examples from Pixar and an elementary school in Cincinnati, he illustrates how intentional disruption can rejuvenate creative processes and lead to transformative outcomes.
In essence, Duhigg's insights suggest that productivity is not merely a result of innate traits but can be cultivated through conscious choices, a bias toward action, and a commitment to innovation and adaptability.
