Executive Summary:
The Problem:
Overemphasizing results can lead to several negative consequences, including:
- Short-term thinking
- Risk aversion
- Unethical behavior
- Neglect of process
- Reduced collaboration
- Demotivation
- Tunnel vision
Neuroscientific Explanation:
Pressuring employees excessively can hinder their ability to distinguish between root causes and symptoms, leading to misdirected efforts and diminished performance. A focus on results can trigger stress responses, decrease intrinsic motivation, impair learning, and lead to cognitive tunneling.
Solution:
Here are four practices you can adopt to address the problem:
- Educate Yourself on Thinking Styles and Problem-Solving: Understand the differences between Convergent and Divergent Thinking.
- Educate Your Employees on Brain Processes in Problem Solving: Teach them about brain functions during problem-solving.
- Rethink the Term “Results-Oriented”: Use terms like “Root Cause–Symptom Aware” or other.
- Incorporate Root Cause Analysis in Team Meetings: Ensure thorough problem understanding before jumping to solutions.
Benefits:
Here is an unexhausted list of possible benefits:
- Improved problem identification and solutions
- Enhanced focus and results
- Fostered innovation and collaboration
Detailed Sections:
The Problem:
Many organizations have “results-oriented” as a core value. However, overemphasizing results can lead to several negative consequences:
- Short-Term Thinking: Emphasizing immediate results can lead employees to prioritize quick wins over sustainable, long-term success. Dr. David Rock explains, “When people are under pressure to perform, they typically focus on what they can do immediately to achieve results, rather than investing time in longer-term strategies” (Rock, 2008). As a leader, overemphasizing “results” encourages the repeated use of existing skills while neglecting the development of potential and innovative capabilities.
- Risk Aversion: When results are the primary focus, employees may avoid taking necessary risks or trying innovative approaches that could lead to significant breakthroughs. Dr. John Medina notes, “Fear and anxiety activate the amygdala and threaten the brain’s ability to process information efficiently” (Medina, 2008). As a leader you would be encouraging your employees to activate those parts of the brain that would help them survive, instead of those that are part of their rational thinking.
- Unethical Behavior: The pressure to achieve results can trigger stress responses in the brain, causing individuals to rationalize unethical decisions to meet targets. Neuroscientist Dr. Paul Zak states, “High levels of cortisol can impair ethical decision-making by reducing activity in the prefrontal cortex, which is critical for moral reasoning” (Zak, 2011). As a leader, you risk placing employees in situations where they may unconsciously prioritize survival instincts over ethics, and subsequently justify their actions through self-deceptive ethical reasoning.
- Neglect of Process: Emphasizing results over process can lead to poor operational practices and a disregard for best practices and quality standards. Dr. Elkhonon Goldberg says, “Effective decision-making requires cortical regions to process information systematically, which can be compromised when focus shifts solely to outcomes” (Goldberg, 2001). This has evolutionary roots. Imagine two humans being chased by a saber-toothed tiger and a T-rex at the same time. In such a survival scenario, they wouldn’t think to collaborate and run towards each other to make the predators collide. Instead, human nature drives them to prioritize their own survival, disregard the collective good or process. Similarly, in a high-pressure, results-oriented environment, individuals may focus on their own success rather than working together or respect process.
- Demotivation: Constant pressure to deliver results can lead to chronic stress and burnout, negatively impacting employee motivation and well-being. Dr. Robert Sapolsky explains, “Prolonged stress can deplete dopamine and serotonin levels, reducing motivation and causing emotional exhaustion” (Sapolsky, 2017).
- Tunnel Vision: Employees may develop a narrow focus, overlooking important aspects of their work and failing to address the root causes of problems. Cognitive neuroscientist Dr. Sarah-Jayne Blakemore notes, “Cognitive tunneling restricts the brain’s ability to consider alternative perspectives and solutions” (Blakemore, 2008).
Neuroscientific Explanation:
Excessive pressure on employees can trigger negative neurotransmitter production, such as cortisol and adrenaline, leading to several detrimental effects:
- High Levels of Stress: Overemphasis on results activates the brain’s stress response system, releasing stress hormones like cortisol, impairing mental functions. “High levels of cortisol can impair cognitive function, memory, and the ability to learn new information.” — Dr. Robert Sapolsky, neuroscientist and stress researcher.
- Reduced Intrinsic Motivation: When the focus shifts solely to achieving specific results, intrinsic joy and satisfaction diminish, leading to decreased motivation. “Intrinsic motivation is driven by the inherent pleasure of the activity, which is undermined when external pressures overshadow internal satisfaction.” — Dr. Edward Deci, professor of psychology.
- Deteriorated Learning and Long-Term Memory: Excessive focus on outcomes undermines the brain’s ability to learn and retain information. “When learning is driven by extrinsic goals, the depth of processing and retention of information are significantly reduced.” — Dr. Richard Ryan, psychologist and co-developer of Self-Determination Theory.
- Risk Aversion and Fear of Failure: A results-only mindset creates a fear of failure, hindering innovation and exploration. “Fear of failure can activate the brain’s fear circuitry, which inhibits risk-taking and creative thinking.” — Dr. Carol Dweck, psychologist known for her work on mindset.
- Cognitive Tunneling: Narrow focus on one task reduces the brain’s flexibility in shifting attention, leading to:
- Reduced Idea Generation
- Inhibited Creativity
- Limited Exploration of Alternatives
- Blocked Serendipity
- Reduced Adaptability
“Cognitive tunneling restricts the brain’s ability to shift focus and consider multiple perspectives, essential for creative problem-solving.” — Dr. Daniel Levitin, neuroscientist and author.
Solution:
- Educate Yourself on Thinking Styles and Problem-Solving: Understand the differences between Convergent and Divergent Thinking, as well as between root causes and symptoms of problems. This knowledge will help you and your team approach problem-solving more effectively. “Individuals trained in both divergent and convergent thinking are better equipped to tackle complex problems with innovative solutions.” — Dr. J.P. Guilford, psychologist known for his research on creativity.
- Educate Your Employees on Brain Processes in Problem Solving: Help your employees understand how their brains work during problem-solving. Emphasize that “Problem Solving” involves two critical parts: “Problem Definition” and “Solution.” Teach them that different skill sets, cognitive processes, and models are required for each part. “Understanding the neurocognitive processes involved in problem-solving can enhance employees’ ability to tackle challenges more effectively.” — Dr. Jonathan Schooler, cognitive scientist.
- Rethink the Term “Results-Oriented”: Recognize that being “results-oriented” often ignores the crucial first step of problem definition. Instead, use terms like “Root Cause–Symptom Aware” or “Root-Cause Oriented”to reflect a more balanced approach. Changing the terminology can signal to employees that a shift in mindset and approach is happening, provoking less resistance and promoting acceptance of the new method. “Framing problems in terms of root causes rather than symptoms leads to more sustainable and effective solutions.” — Dr. Peter Senge, systems scientist and senior lecturer at MIT.
- Incorporate Root Cause Analysis in Team Meetings: Develop a habit of exploring the root causes of problems before jumping to solutions in your team meetings. This practice ensures a thorough understanding of issues, leading to more effective and sustainable solutions. “Teams that consistently perform root cause analysis are more likely to develop effective strategies that address the underlying issues.” — Dr. Kaoru Ishikawa, quality management innovator.
Results:
By differentiating between Convergent and Divergent Thinking and distinguishing root causes from symptoms, you will enhance your team’s problem-solving capabilities. This approach prevents narrow focus and cognitive tunneling, which are major obstacles to achieving desired results.
- Improved Problem Identification and Solution: Your team will be better equipped to identify and address the root causes of problems, leading to more accurate and effective solutions.
- Enhanced Focus and Results: By stepping back to explore root causes, you and your team will align better with your targets, resulting in improved outcomes.
- Fostering Innovation and Collaboration: Encouraging a mindset that values exploration, curiosity, and diverse idea generation will lead to more effective problem-solving and reduced conflicts during discussions.
How We Can Contribute:
Ask us about our Leadership Development programs and Team Management Skills training. Our programs are designed to help leaders and teams develop the skills necessary to tackle complex problems effectively and achieve sustainable results.
Relevant Quote:
“If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” – Albert Einstein
