Decisive: How to Make Better Choices in Life and Work

by Chip Heath

Let’s say you have decided to pursue Plan A. As a manager, it is part of your job to defend and explain that decision to folks who work for you. So when someone marches into your office to explain that Plan A sucks, and that Plan Z would be much better, what do you do? … My old instinct was to listen to Plan Z, say what I didn’t like about it, and to describe as best as I could why Plan A was better. Of course, the person has already seen these same arguments in the e-mail I sent announcing the decision, but since they didn’t agree, they must not have heard me clearly, so I’d better repeat my argument again, right? I can report that this seldom worked very well. It works much better if I start out by agreeing: “Yep. Plan Z is a reasonable plan. Not only for the reasons you mentioned, but here are two more advantages. And Plan A—the plan that we chose—not only has the flaws that you mentioned, but here are three more flaws.” The effect of this technique is amazing. It seems completely counterintuitive, but even if you don’t convince people that your plan is better, hearing you explain your plan’s flaws—and their plan’s advantages—makes them much more comfortable.

Here’s an Express Version of the WRAP process. (1) Widen: Add one more option to your consideration set. (If you can’t think of one easily, look for someone who’s solved your problem, via your network of contacts or a simple Internet search.) (2) Reality-Test: Call one expert who can educate you about the “base rates” in your situation (for example, odds of success or typical timelines). (3) Attain Distance: Resolve tough dilemmas by asking which option best fits your core priorities. (4) Prepare: Bookend the future—spend an hour thinking about what could go wrong and what could go right, and then do something to prepare for both contingencies.