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Chapter Four
Decide,Then Take Your
Best Step

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Stage 4: Trekking from Discovery to Perspective

It’s not quite yellow-jersey time, but if you’ve made it to Stage 4, Discovery, you’re getting close. Some good news right off the bat: entering this energetic, hopeful stage makes it almost a lock you’ll go on and reach the end of The Change Cycle. Furthermore, there’s no more fighting and slogging as you work toward completion, only some choice-points and manageable challenges that engage your powers of self-reliance and resolve.

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Managers and leaders, take note: since employee autonomy thrives here, your role becomes more one of a supportive facilitator than a directive task manager. Employees, take heart in knowing you’ll have less need to look outside yourself for information and guidance. That said, the Discovery stage is not just about flying solo. It’s also very much about working together. And not in some dreary forced-cooperation way, or a team-building exercise in the parking lot. You don’t have to take one for the team. No, what makes this a collaborative stretch in The Change Cycle is that you and those you work with are primed for real interactivity, a sharing of ideas and methods, without anxiety or defensiveness.

It’s a synergy stage. People are pulling in the same direction.

Are you home free? Well, we did mention challenges. And Discovery is colored yellow, not green. There are some who do get stalled here. But those who stall usually restart, and the vast majority of us who reach Stage 4 never look back.

This chapter helps you find your way in the Discovery stage, and then move beyond it.

“I, Resource”

Remember the Will Smith futuristic thriller I, Robot? It’s a catchy title (from an Isaac Asimov sci-fi story of the same name), so credit where credit’s due for the name of this section heading: “I, Resource.” Just ignore any associations with a robot uprising.

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Of course all along we’ve been encouraging you to be self-resourceful, emphasizing the value of inward assessing, monitoring, listening, and so forth, as you move through the first three stages. But we have also advocated outreach to others, because until now getting unstuck often meant answering questions such as Who could best help me with my biggest work issue right now? But things are different now. The tools and resources you need to keep moving are well within your grasp. You’ve done the prep; you’re fully equipped. It’s mainly a matter of reaching within. (A cheer just went up from the “wing-tips” of the world.)

The road you’re on is beginning to slope downhill. There are new things to see (new things to discover) along the way, and there are some curves and a few forks, but gravity is your friend now. Along with your decision-making ability and penchant for finding solutions.

You’re up to speed data-wise. Your sense of control is returning, and with it, energy. The key is to capitalize. In Stage 3 you were seeking ways both at work and at home to put more gas in your tank; here you’re fueled up and your mission is to take advantage. Stage-recognition helps. Is there more bounce in your step? Are you concentrating better? You don’t have to say it aloud but go ahead and think it: Hey, I’m in the Discovery stage!

Having thought the thought, it’s time to walk the walk. You’re ready to meet job challenges brought about by the change. You’re ready for new projects, ready to dive in. Utilize that energy. Consider ways to boost it even further. To paraphrase a line from that old TV show The 105Six Million Dollar Man: “You have the technology.” Your “on” switch is flipped. I, Resource.

How We Feel in Stage 4: Anticipatory

Anticipation is the name of the emotional game in Stage 4. Yes, finally an A-word expressing something we’d actually like to experience (as opposed to Anxiety, Angst, Alarm, Alienation, and AGH!). You still may not applaud the change (and may never), but you’ve come far enough to feel some hope when you consider the newness the change is bringing—new rhythms, exchanges, possibilities. Having made some peace with the change and realized you can hack it, you’re also starting to think things might actually turn out okay and the thought stirs a little excitement.

There are no guarantees, but you want to see what happens.

Some people tell us they think this may be the first time they’ve reached the Discovery stage when it comes to a change at work. Possibly, but more likely their negative view of change (change equals disruption, frustration, struggle, the unknown) framed past experiences in a way that had them remembering only the rough early stages. If change means misery, that’s all you see or remember.

Understanding the full process makes change less scary and provides “stage-awareness,” allowing you to calibrate your reactions and make the most of your present cycle location.

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Where the first three stages were about impact, survival, and security, the fourth stage is about energy, openness, and opportunities. Entitlement issues and What about me? questions give way to I can and Let’s try it and a resourceful “What if?” attitude. Anything to watch out for? Well, anticipation is one thing, giddiness another. Some people’s (over)enthusiasm can mask an uncertainty about what actually to do next, a kind of variation on nervous laughter. Another trap is when enthusiasm triggers over-preparation, driving a person to know “everything” related to the issue so as to make the “perfect” decision every step of the way. Feeling anticipation, even excitement? Welcome it. Just run a quick check of its solidity and its effect on your performance.

How We Think in Stage 4: Resourcefully

Discovery brings perspective. Where early stages induced a kind of tunnel-vision, with focus tending to be small and obsessive, here your view broadens and with it comes a receptivity to new choices and the ideas of others. No longer does everything look like a problem, an obstacle, a landmine, a detour. Your expanded outlook allows for what one influential expert in management theory calls “Appreciative Inquiry.” AI, as it is sometimes called, is a way of assessing workplace challenges that focuses not on deficits and needs, but rather on possibilities and capabilities. In contrast to a “troubleshooting” or “problem-tackling” mindset, here a more affirmative orientation works to build on strengths and to deepen appreciation for assets.

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And the result? Proponents point to increased energy, greater resourcefulness, and higher productivity, at both the employee and organizational levels. People’s sense of their potential rises. They feel a greater sense of curiosity. They feel mobilized. Interestingly, the AI approach asks employees to remember “peak experiences,” those times in life when they felt most capable and energetic. With positive memories retrieved, people are able to act as their own coach, inspiring themselves to dream bigger and to strive for a higher level of achievement. Not unlike The Change Cycle approach with its emphasis on “reframing” and making memory work for, not against, you, AI recognizes that we have a measure of control over what we highlight from the past and what we “see” in the present.

We’re not simply at the mercy of what has been and what is. We have the power of interpretation. Appreciative Inquiry asks, Do you choose to see constraints and roadblocks, or opportunities for growth and breakthroughs? Successful people tend to see possibilities, not hurdles. And they find ways to cultivate this vision, as consciously and robustly as they can.

In the Discovery stage, your work inquiries—your explorations of what needs to be done, and how to accomplish what needs to be done—take on a more appreciative, a more affirmative, cast. You recognize your strengths and begin to play from them. You see strengths around you. You start discovering things. Ride this positivity. Entertain your ideas, follow your thoughts, explore your options. And do the same for the ideas of others, the inspirations of fellow discoverers.

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How We Act in Stage 4: Energized

We get more done. We’ve regained the juice. It helps that we are now working with the change, rather than fighting against it. It’s easier to get up in the morning, easier to leave for work. You can put in a long day and still have something left.

You’re also finding it easier to partner with co-workers, to work jointly on solutions.

The draining forces of doubt, anger, discomfort—you don’t miss them.

Can anything block this increased action and collaboration? Yes, and it’s a version of analysis paralysis. Some people suddenly see so many options, feel confronted with so many decisions in need of making, that they can’t push the start button.

To Know More, Notice More

People moving through the Discovery stage:

• Offer new ideas
• Feel energized
• Eagerly work with others toward a common solution or goal
• Demonstrate insight into ways to move forward
• Explore options and choices
• Create a sense of teamwork
• Motivate and energize others
• Readily plan short-term and long-term goals

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Someone stalling in Stage 4:

• Feels moody and tired
• Obsessively prepares
• Asks endless questions
• Tinkers and tinkers at some small task
• Exhibits gung-ho attitude, but little follow-through
• Praises change but is slow to implement
• Can’t make a decision

Language from people moving through Discovery:

• “I’m seeing more options than I did before.”
• “I’m determined to reorder my priorities.”
• “It’s up to me to choose.”
• ”It seems like almost overnight I felt better.”
• “I feel like I have the tools to make this work.”
• ”I’m starting to understand other viewpoints.”

Language from people stalling:

• “I know what I need to do, I just can’t pull the trigger.”
• “I can’t do anything else until I get this first part exactly right.”
• “There may be a better idea out there so we’d better wait a bit.”
• “I know it seems like I’ve already asked this, but…”
• “Is there any way we could get to that later?”
• 110“I don’t understand how you can see it that way.”

Managers, here are things to steer clear of when supervising those in Stage 4:

• The buffet mentality
  Being overly accommodating—offering too many options—while seeking employee buy-in can actually work against you. Something for everyone sometimes overcomplicates decision-making. It can leave employees vulnerable to second-guessing their choice and comparing their deal to others. Keeping things simple is often the better approach. People tend to adapt more quickly than they customize.
• Micro-management
  Allow for more worker autonomy in this stage. They’re ready for it. They have the skills, perspective, drive. Coach yourself to back away and let people draw on their own ideas and strengths. When you step in, offer encouragement and affirmation.
• Judging ideas after inviting people to brainstorm
  Fostering input is good, but proceeding to openly grade ideas not so good. People will be slow to offer suggestions and solutions if they think what they say is on public trial.
• Being seen as someone threatened by other people’s promising ideas
  It doesn’t take much to convince employees that management likes to take credit for every good idea. Be careful of supporting this viewpoint. Trust quickly erodes and workers clam up.

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Stage 4 Priority: Make Decisions Using Expanded Perspective

With your increased capacity for taking in alternative perspectives and looking at issues from different angles comes the challenge of using this broadened vision to identify the best options among the many you now survey and to choose one. You have a solid information foundation to work from. You can entertain a broad range of ideas and advice from different people without losing clarity of vision. What’s more, you’ve regained your faith that by tapping into your own instincts and experience you can guide yourself forward. So your Stage 4 mission is to make the right decisions, take the right action.

Case in Point:Talstone Inc.

Winning the contract to manufacture the new MBN product line was a much-needed victory for everyone at Talstone Inc. After years of planning and untold hours of dedicated, detailed work, the future held exciting new possibilities. Differences in perspective between management and operations had led to frequently strained communication, but in the end the synergy of their convictions and a merging of data and ideas created the winning bid.

People were surprised when it was announced Cesar would lead the Specs and Docs team. In fact, the announcement took away some of the excitement people were feeling for the project. Though he had plenty of tech know-how, Cesar had never been much of a team player, and this project group needed to bridge knowledge gaps between two very different operations functions. A skilled manager and communicator would be needed to create a 112sufficiently “we” attitude and approach to this complex job.

Early on, however, when the team needed precise direction and instruction, Cesar delivered. He was all about getting the right people in the right places with the tools they needed, while keeping an eye on the clock. But as things came together and the team reached the Discovery stage, Cesar’s micro-managing style became less affective. A more collaborative approach was necessary. Team members started wondering about Cesar’s leadership suitability.

Cesar himself was starting to have questions. As he recalls:

Here we see a group of employees in the Discovery stage. Note the hallmarks: openness, dialogue, confidence, flexibility, teamwork. And a lucid, nondefensive assessment of capabilities. The thinking is both solution-based and “outside the box.” Result? A creative resolution: a co-leadership position. These people are moving on. The green stages beckon.

By contrast, consider this story from the same company transition. For nearly a year Sandy had been looking for property for the new distribution center Talstone would build if it won the MBN contract. Monies had been allocated. When a prime parcel became available, the plan was Talstone would buy it. The new distribution facility was one of the foundations of the project. If they didn’t get the contract, the land would be sold. They got the contract and the project began immediately. But there was no real estate to begin construction on.

As Sandy tells it:

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Learning Curves

Sandy’s story illustrates a Stage 4 trap. You have the know-how, you’re back in the driver’s seat, your priority project defines your role in the change, and just when you need it, decisiveness drains away. It’s one thing to know what needs to be done, another to do it.

That’s the rub. Yes, you’ve progressed beyond the chaos and powerlessness of those early stages, when you felt vulnerable to decisions dropped from on high. But now that you have some power to decide, you need to decide. For some people, a Hamlet problem arises—A

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Crisis of Decisiveness. In Shakespeare’s famous tragedy, Hamlet can’t decide on a course of action. He waffles on avenging his father’s murder and even on whether to live (“to be”) or not.

And so he’s become synonymous with The Man Who Couldn’t Make Up His Mind.

In Sandy’s case, her track record when it came to decisiveness had probably been a good one up until this point—if it hadn’t, she wouldn’t have been given the assignment to buy the critical parcel. But sometimes a change can do this to us. We think the challenges are finally behind us, we’re ready to play our part in carrying the company forward, we may even be bullish on the future. But wait. Something has sneaked up on us. Suddenly we can’t close, can’t decide.

This compulsion to make the “perfect” decision can be one cause of freezing up. The size of the change may have activated an unhelpful perfectionism in Sandy. What she needed to do was take a step back from the nuts-and-bolts of the search and reflect on her process, gain some perspective. Instead, she kept her head down and kept trying to find parcel-specs nirvana.

New research on decision-making may be relevant here. In today’s world the number of options when it comes to almost everything has multiplied exponentially. Whether in consumer goods, where to live, career paths, even mate selection, we all have many choices. But as researchers emphasize, the human mind evolved in environments of sharply limited choice.

Are we having trouble adjusting? Many experts say yes. We tend to think of a multichoice environment as 116progress, as something desirable. But is it always? In a recent book called The Paradox of Choice, psychologist Barry Schwartz considers our option-rich world (207 kinds of energy bars! 873 shampoos!) and finds that having more choices doesn’t always make people happier. It can actually do the reverse. It drags out the decision-making process. It makes people obsess about “the right choice.” It leads to more “grass is always greener” thoughts. It’s a lot easier to feel buyer’s remorse these days. (Maybe Option 16 would have been better than Option 33!)

In almost every aspect of life, decision-making has become more complicated. Certain key decisions can be put off longer. And some of these and others can be undone more easily.

Psychologist Schwartz has a term for people like Sandy, people compelled to conduct exhaustive, nearly endless searches before choosing something, if indeed they do get around to choosing. He calls them “maximizers.” They want perfection. He argues we’d be happier if we actively limit options in certain choice situations and teach ourselves that more often than not, “good enough” is good enough. He also says do less comparing of what you have with what others have.

With your Discovery stage energy, confidence, and receptivity, you’re primed for some inspired, clear-eyed decisions—but also for springing into over-exploration, onto an option merry-go-around, going in circles. Unfortunately, no calculus exists to let people know precisely when they’ve passed from wise research into analysis paralysis. So once again call on your informed self-awareness, 117this time for use as a compass to see whether you’re still making forward progress.

Of course—and not withstanding the welcome autonomy of this stage—here is where consultation can also help. Had Sandy gone to a colleague, described her search, and said, “Am I doing due diligence or overdoing it?”, the answer may have brought quick perspective.

Discover Your Decision-Making Strategies

Take the plunge, say some motivational philosophies. Be a risk-taker! No one ever accomplished anything without stepping into the unknown. C’mon, what do you have to lose?

The maverick in all of us thrills to such words, and of course it’s true great achievement often follows great risks. But isn’t life a little more complex and uncertain than is suggested by these straight-ahead risk exhortations? Sad but true: not all risk is rewarded. Not all risk is wise. Doubtless you can think of an example or two of unwise risks when it comes to life choices. Professionally speaking, the goal for most of us is to be a moderate risk taker and to be an informed decision-maker, one who actually makes decisions as opposed to fence-sitting.

The more self-knowing you can be about your decision-making process, the better. It’s easy to put yourself under enormous pressure to make the right choice or decision. Certainly when others in the workplace will be affected it only makes the stakes higher. If you’re hesitant about making a 118decision, is it because of what others might think or say? Is it possible you’ve made not-deciding a comfort zone? Are you truly seeking further information, or is there something you’d rather not face or do? In order to deepen your insight into your own decision-making, here are some questions that get at how people make up their minds.

How Do You Decide?

When I make a decision

• I try to gather as much available information before choosing an option.
• I research to get a basic picture, then choose.
• I usually check out a few things, or sometimes just go with my gut.

When I make a significant life decision

• I try to look as far into the future as possible.
• I usually map out a year or two.
• I mostly consider how it affects me now.

When I make a work decision

• I think a fair amount about how it will impact my colleagues.
• I only consider how it affects me and what I do.

When I make decisions, I am more influenced by

• Trying to shape my future: “This will help me get…”
• 119Trying to redeem the past: “Now they’ll see I deserved that raise…”

Generally I am motivated more by memories of

• Positive experiences and successes
• Failures and disappointments

Generally I am influenced more by

• The possibilities opened up by a decision (“This is an excellent opportunity.”)
• The stability that follows a decision (“This will keep trouble away.”)

When I have to make an important decision, I

• Like to consult other people. Sometimes more than a few.
• Mainly do my own back and forth, my own soul-searching.

When I make decisions, I am more influenced by

• People close to my heart: family, good friends
• People I respect or admire: a boss, mentor, clergy-person, former teacher

The above is not about right-way, wrong-way. It’s not meant to tell you how to decide, but simply to trigger reflection. Should you see a clear decision-making pattern, however, you might want to consider how well your mode has served you and whether any adjusting or upgrading is in order.120

Case in Point: Deibel Manufacturing

Alex was thrilled to be offered the position of Vice-President of Operations at the Biloxi site and accepted it immediately. The job was a significant promotion, and possibilities for further career advancement were solid. She was under no illusions regarding the professional and personal challenges, however. Biloxi had assorted production-quality problems that needed to be addressed from day one, and plant morale was at an all-time low. On the personal front, moving her family south and getting the kids adjusted to a new neighborhood, new schools, and everything else would take a significant amount of time and energy.

Alex entered her change eyes wide open. She had a baseline faith in her own resiliency. But still, in those early weeks it was tougher than she expected. Getting the family settled in was one giant, stressful scramble. Work was even tougher. For the first time in a long time, she was beset by nagging professional fears, doubts, and frustrations. Did I make the right choice? she wondered more than once. She kept waiting to feel a sense of progress. And waiting.

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Without putting a name to the place she’d reached, Alex had moved into Discovery.

In Stage 4, resources open up. If Stage 3 was about being realistic when it comes to energy levels and workloads, here things are now powered-up and it’s to time flip switches.

Emphasis goes to capitalizing on the restored and newly created potentials.

Things to Avoid in Stage 4

• Perfectionism
  Use your new energy and drive to turn in the best work you can, but don’t let your reawakened resources trick you into believing only flawless performance is acceptable. That’s a ticket to frustration. “Perfect” can be the enemy of “good.”
• Becoming an island
  It’s great to feel self-reliant again, a resource unto yourself, but remember that in certain contexts collaboration (two heads, not one) ensures a better result.
• Losing focus
  A spike in energy, the ability to weigh multiple perspectives, creativity—these things are great pleasures of Discovery, unless they send you in too many directions at once.

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Things to Welcome in Stage 4:

• Innovation
  The time is right for people to do some “painting outside the lines.” Boundary-breaking is not an automatic good, but in the exploratory mode that is Stage 4, experimentation by those up to speed can yield concept and productivity dividends.
• Transparent decision-making
  The more open and illuminated your decision-making, your unit’s, or your organization’s, the better. Transparency in decision-making enhances trust, communication, and reflectiveness about this all-important process.
• Unit cohesiveness
  People in the Discovery stage become both more autonomous and more collaborative, with new vigor and confidence driving both developments. While giving yourself or those you manage room to explore, simultaneously look to increase cooperation.

Keys to Moving On

• Channel your energy to innovate and partner
• Gain new insight into decision-making
• Ask, “What’s my best next step?”

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Maximizing

Maybe in your company softball league, you have what’s known as a “mercy rule.” They have it in Little League, too. Score ten runs in an inning and you charitably let the other team get off the field and take some more at-bats. The idea is to keep the game at least minimally competitive. And fun. Or as fun as what’s shaping up to be a lopsided contest can be.

But business isn’t recreational softball. You don’t have to put a cap on productivity, on employee energy levels, on teamwork. Nor is “maximer” a worrisome word when applied to a company or unit—or to you—if it means making the most of new positives. The Discovery stage may not trigger the workplace equivalent of a ball team’s “offensive explosion,” but there’s still an upsurge in the things that make a company hum: employee optimism, dynamism, and unity. So take advantage. If you’re a manager or leader, harness that spirit of partnership. People have a tendency to rise to the occasion, exceeding what they might achieve working solo. Facilitate ways for employees to brainstorm and exchange ideas. Will everyone be at the same point in The Change Cycle? No. But when people join forces, they tend to interact from Discovery-stage perspectives, and those coming from earlier stages in the process tend to catch up more quickly.

People are ready to pull together. There’s less of that holding back, less reticence. Less of that attitude Dilbert memorialized with his classic line, “Change is good, you go first.”

We’re willing to move forward side by side. Teams work.

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And while you’re leveraging that new energy, why not push it even higher? The thing about energy is, when you have some it’s easier to get even more. In Stage 3 you came up with ways to fight the Discomfort blahs. What helped recharge your batteries? More exercise? Better eating? Changes in your home, commute, or lunch hour routines? Hitting a movie theater to watch a new comedy? Reading that inspirational biography a few minutes every night? Whatever worked, try some more. And then explore. Keep turbo-charging.

Ya gotta feed the monkey, says the surfer-dude character played by Jeff Bridges in the Coen Brothers comedy The Big Lebowski. It’s not clear exactly what he’s talking about (it never is), but it seems to have something to do with maintaining inspiration, doing what keeps you going. There are certainly loftier mantras than the one spoken by the shaggy, Hawaiian-shirt-wearing character who calls himself The Dude, but at least this one’s easy to remember.

Ya gotta feed the monkey.

You’re in a pioneering mood. Ride it. Discoveries made outside work will power you at work. And vice versa. Have a sci-fi spirit. Or a big-wave spirit. Go beyond.

Remember how this chapter began? I, Resource.

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Note to Self:

Rent The Big Lebowski.

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