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#189 Yes! Yes! Yes! I mean wait a second...

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Treść dostarczona przez Aaron Havens. Cała zawartość podcastów, w tym odcinki, grafika i opisy podcastów, jest przesyłana i udostępniana bezpośrednio przez Aaron Havens lub jego partnera na platformie podcastów. Jeśli uważasz, że ktoś wykorzystuje Twoje dzieło chronione prawem autorskim bez Twojej zgody, możesz postępować zgodnie z procedurą opisaną tutaj https://pl.player.fm/legal.

Growth Instigators Hotline
970.306.6432
Yes Yes Yes! … I mean wait a second!

Thank you for calling GIH where we instigate growth one call at a time where we utilize antiquated technology to deliver 3-minute leadership lessons every week day! This is message #189 and I am Aaron Havens.

Most of us make decisions by only considering the immediate effects or the first-order consequences. But second-order thinking pushes us to consider the impact of those effects and the chain reaction that follows—essentially, thinking several moves ahead. Let’s break that down for a second.

First-Order ConsequencesThese are the immediate, direct results of an action. They’re usually straightforward and often the motivating factor behind why we make a choice in the first place. For instance, if you decide to stay up late to watch a movie, the first-order consequence is the enjoyment and relaxation from the movie. This is how grocery stores make extra cash. They put the almond joys right by the cash register so I can impulse buy the whole bunch.

Second-Order Consequence…These are the more subtle, long-term effects that come as a result of the first-order consequence. They’re often less obvious but can be even more impactful. Using the same example, the second-order consequence of staying up late and binge watching a series surprise, we will probably cause us to be tired the next day. And you got it, buying up all the almond joys might have “hidden costs” or “long-term” benefits that aren’t necessarily immediate.

Is it part of your protocol to consider second order consequence? Good decision-making often involves weighing the benefits of first-order consequences against the potential costs or rewards of second-order consequences. A younger version of me was super quick to just make a call and hope for the best. Yes, yes, yes… oh wait… I didn’t think about that!

Maybe a sign of maturity is the ability to clearly see the impacts of our first and second order consequences which informs our choices. Making a call and hoping for the best doesn’t always work out.

May we be a people that considers the bigger picture in our decisions today. And oh yeah, no one should impulse buy all the almond joys!

Thanks for calling in today. Tune in tomorrow for a fresh new topic. After the beep I’d like to hear about a time you didn’t think through a decision and the second-order consequences came a knocking!

  continue reading

202 odcinków

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iconUdostępnij
 
Manage episode 450205623 series 3557145
Treść dostarczona przez Aaron Havens. Cała zawartość podcastów, w tym odcinki, grafika i opisy podcastów, jest przesyłana i udostępniana bezpośrednio przez Aaron Havens lub jego partnera na platformie podcastów. Jeśli uważasz, że ktoś wykorzystuje Twoje dzieło chronione prawem autorskim bez Twojej zgody, możesz postępować zgodnie z procedurą opisaną tutaj https://pl.player.fm/legal.

Growth Instigators Hotline
970.306.6432
Yes Yes Yes! … I mean wait a second!

Thank you for calling GIH where we instigate growth one call at a time where we utilize antiquated technology to deliver 3-minute leadership lessons every week day! This is message #189 and I am Aaron Havens.

Most of us make decisions by only considering the immediate effects or the first-order consequences. But second-order thinking pushes us to consider the impact of those effects and the chain reaction that follows—essentially, thinking several moves ahead. Let’s break that down for a second.

First-Order ConsequencesThese are the immediate, direct results of an action. They’re usually straightforward and often the motivating factor behind why we make a choice in the first place. For instance, if you decide to stay up late to watch a movie, the first-order consequence is the enjoyment and relaxation from the movie. This is how grocery stores make extra cash. They put the almond joys right by the cash register so I can impulse buy the whole bunch.

Second-Order Consequence…These are the more subtle, long-term effects that come as a result of the first-order consequence. They’re often less obvious but can be even more impactful. Using the same example, the second-order consequence of staying up late and binge watching a series surprise, we will probably cause us to be tired the next day. And you got it, buying up all the almond joys might have “hidden costs” or “long-term” benefits that aren’t necessarily immediate.

Is it part of your protocol to consider second order consequence? Good decision-making often involves weighing the benefits of first-order consequences against the potential costs or rewards of second-order consequences. A younger version of me was super quick to just make a call and hope for the best. Yes, yes, yes… oh wait… I didn’t think about that!

Maybe a sign of maturity is the ability to clearly see the impacts of our first and second order consequences which informs our choices. Making a call and hoping for the best doesn’t always work out.

May we be a people that considers the bigger picture in our decisions today. And oh yeah, no one should impulse buy all the almond joys!

Thanks for calling in today. Tune in tomorrow for a fresh new topic. After the beep I’d like to hear about a time you didn’t think through a decision and the second-order consequences came a knocking!

  continue reading

202 odcinków

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