I had similar questions about the exact same comment "admitting OKRs aren't working". Is that mean that some people/organizations have come to conclusions that OKRs aren't working? If that's the case, how to prevent chasing outputs?
There is a proven cognitive bias at work here, that when presented with a situation, process, idea, object etc. that requires improvement people tend to come up with additive rather than subtractive solutions. There’s was a really interesting paper published on it Nature back in 2021 https://www.nature.com/articles/s41586-021-03380-y
I really like the analogy of pruning in terms of its role in growth.
I think typical incentive structures at organizations more easily reward additive changes over subtractive changes. Additive changes are seen, subtractive changes are felt. As a result, we naturally bias towards the visible and apparent... and worse, performative changes.
A balanced plate of the two feels like the right aspiration to work with, especially for leaders who *should* be able to look past the optics.
When you say, "admitting OKRs aren't working..." do you mean some particular metrics?
I had similar questions about the exact same comment "admitting OKRs aren't working". Is that mean that some people/organizations have come to conclusions that OKRs aren't working? If that's the case, how to prevent chasing outputs?
Would love to know more on this.
This is such a beautiful piece that no one talks about often John. Sharing with my product and design team.
It's like earning more money and finding yourself adding new useless stuff into your house (and into your life).
Such a simple realization that often "less is more" and yet with such a profound impact. John, you just blew my mind with this one.
Taking the analogy forward, Maria.. perhaps we need a "Marie Kondo" in all parts of our lives :)
There is a proven cognitive bias at work here, that when presented with a situation, process, idea, object etc. that requires improvement people tend to come up with additive rather than subtractive solutions. There’s was a really interesting paper published on it Nature back in 2021 https://www.nature.com/articles/s41586-021-03380-y
There's some research which backs this: https://www.weforum.org/agenda/2021/04/brains-prefer-adding-sustainability/
Also, not sure if you saw Bob Sutton's brilliant article talking about similar themes: https://www.wsj.com/articles/bosses-staff-employees-less-work-11663790432
Love it. We do seem to have a neurological blindspot to subtractive change. The best part is no part. The best step is no step.
I really like the analogy of pruning in terms of its role in growth.
I think typical incentive structures at organizations more easily reward additive changes over subtractive changes. Additive changes are seen, subtractive changes are felt. As a result, we naturally bias towards the visible and apparent... and worse, performative changes.
A balanced plate of the two feels like the right aspiration to work with, especially for leaders who *should* be able to look past the optics.