How To Control the Timing of Decisions
In this article, we discuss how to affect the timing of other people’s decisions to best use our momentum, but, first, we must look at the big picture of how different kinds of decisions are made. There is a difference between decision-making in controlled environments—like factories, schools, and so on—and in competitive environments—such as marketplaces, society, and dealing with nature.
Controlled environments consist of a series of scheduled events. In these environments, our decision-making is mostly planning the flow of resources through our systems. This is possible because we know exactly what we want to make, what resources are needed, and when they are needed in our processes. Whether we are building widgets or baking a cake, we know what we need, and, as importantly, when we need it.
However, all controlled areas exist within larger competitive environments. In them, the most important events occur unexpectedly. Key conditions, such as our opportunities and crises, arise out of complex interactions that cannot be predicted. All comparisons are competitive. Our decisions in competitive comparison are often either forced or delayed by events. This makes our timing of decisions much more uncertain. We make decisions more emotionally, using our gut instinct because competitive complexity cannot be analyzed in detail.
When we plan surprises that create momentum, we give others the opportunity to make a comparison. We create momentum with a surprise that we have planned, but for others it is unexpected. This is why surprise creates emotional momentum. Emotion generates decisions. When we execute the surprise, we are momentarily in control. The emphasis here is on “momentarily.”
Momentum Quickly Dissipates
We must use momentum almost immediately or lose it. It can advance our positions in the minds of others but only if they make decisions under its influence. We all need ways to make decisions easier. A shift of momentum can do that. We want comparisons involving us to be made when we have more momentum than the others. Momentum isn’t the only basis for decisions, but it is an important consideration.
While it takes time for established positions to erode, the momentum from surprise is lost almost immediately. By definition, surprise does not last. Momentum is never controlled by one party for very long. It quickly becomes part of the current situation.
The utility of momentum requires decisions being made when we have momentum. If a given decision will be made on a certain date, we time our surprise to influence it. But most competitive decisions are not made on a specific schedule. We can know when a decision is getting closer, but decisions can get closer and closer for a long time.
Though we are not the decision-makers here, our actions can affect the timing of when those decisions are made. We want to speed them up when we have the momentum before it dissipates. And we want to slow them down when our rivals have momentum so their momentum will fade.
Affecting the Timing of Decisions
The focus of all strategic moves is on how others react. There are some moves that we can make that either speed up or slow down the decisions of others. Obviously, when we have any advantage, we want to speed decisions. When we do not have the advantage, we want to slow them down. When the advantage is our momentum, timing is especially critical because it is more temporary than most other advantages.
Our effect on timing in these situations is purely psychological. Our goal is to increase or decrease people's feelings of confidence in making decisions at any point in time. We do this in three ways:
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