Question
In Chapter 3, the authors present the concept of decision paralysis , whereby the most familiar path is always the status quo (Heath & Heath,
In Chapter 3, the authors present the concept of decision paralysis, whereby "the most familiar path is always the status quo" (Heath & Heath, 2010, p. 53). In order to motivate change, they suggest scripting the critical moves; in other words, translating "ambiguous goals into concrete behaviors" focusing on only the critical components (Heath & Heath, 2010, p. 56). In your organization, what is an example of a problem that is plagued by decision paralysis? What critical moves would you propose to overcome the barrier of decision paralysis and motivate change?
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