Are you additive or subtractive

When there’s a problem to be solved, do you find yourself adding things to get to a solution ... or removing them? 

It turns out we are all more ‘additive’ than ‘subtractive’. 

And it’s impacting the quantities and kinds of ideas and solutions we can come up with. 

Researchers still don’t know why we’d rather keep adding things, features, stuff, to try and solve a problem ... rather than stripping them out, but knowing we do it is a good step to being able to compensate for this bias. 

‘The first question we ask ourselves is ‘what can I add?’ And ‘what can I subtract?’ is not [part of our first reaction]. Subtracting something isn’t a harder thing to think of “but you have to think harder to get to it”.

We’re missing the potential of a raft of ideas when we solve problems simply by throwing ‘more’ up as a solution. 


Read about it in this article by Katie MacBride in Inverse.  

It’s curious to wonder about how we think. If we can consciously subtract, remove, reduce or take things away to problem solve... we’ll be better thinkers and more productive problem solvers.

Find some red tape and eliminate it

Working with a government agency recently, we spent time on a ‘Red Tape Reduction’ session.

Red tape: those needless, time consuming activities.

Ask your customers and they'll have likely been frustrated or annoyed with something about your systems or how they interact with your product, business or people.

'Red tape'? It's thought to be based on the old practice of binding government documents with... red tape.

Frustration with red tape also comes from within the organisation too, from complicated or broken systems, time wasting forms, clunky websites.

Agreeing to go through a Red Tape Reduction session is a great thing to do! For many organisations this isn’t easy:

1. To agree to do it

2. To commit to being there in the session, identifying red tape, and then

3. To actually change things to remove the problem points.

That's because it’s way more exciting (and more rewarded via KPIs & targets) to work on new things, make new stuff and create new services.

What if at your next team meeting you just identified something that’s riddled with red tape and decided to eliminate the messy complications? You’d make things better for your customers, your colleagues ... and you.

Fix a fundamental first

Before you go all wow with new initiatives, first identify processes or systems that drive your customers crazy.

Do you know what they are? Rather than creating cool new whatevers, fix a fundamental.

Like how customers give you their money. A leading Australian utility have a nightmare loop going on for me at the moment:

Bill is due

Click on email link to make payment

Directs to download an app

Done that already

Attempt login on app

Don’t have a password

Create new account

Account already exists

Use one time code

Code arrives - Code expired

Try password reset

Link arrives - Link expired

Try another code

Code arrives - Incorrect code

Use ‘make a payment’ on www

Directs to download an app

Try ‘my account’ on www

Provide email or mobile to login

Account doesn’t exist/isn’t verified...

😣Aaaargh!

This is stuff that’s worth fixing.

And if you’re ‘ironing out kinks’ with your system, make other options that are:

➡️possible

➡️accessible

➡️feasible and

➡️visible ... now-ish.

It’s a valuable thing to a customer, to part with their money to you easily and painlessly.

Action: Find out what pains your customers about your systems. And if you don't know, get in touch with them to find out

New ways of working

If delivering value sooner is the goal, let’s check out how to get that started. Hint : it doesn’t start with you. It’s about involving people, users, customers, colleagues.

It means connecting more with people, not less. It’s being closer to them and understanding more about who they are, what they need, what their problems and challenges are.

Involve is about empathy, understanding things from their perspective and seeing the truth of the situation or problem. How close could you get then Martin Lindstrom in ‘Small Data’ says, ‘there’s a well-known quote that says if you want to understand how animals live, you don’t go to the zoo, you go to the jungle.’

Lindstrom gets very close to gather data; he moves in! Why so close? ‘I look for patterns, parallels, correlations ... imbalances and exaggerations,' he says. 'Typically I focus on the contrasts between people’s day-to-day lives and their unacknowledged or unmet desires, evidence that can be found anywhere.’ A-ha!

Start with empathy and getting closer to your customers. This is a vital part of new ways of working... putting the customer at the centre.

How do you currently involve your customers? How could you involve them more?

A real shortcut or perceived?

I went into a restaurant last night and the waiter said ‘One’, with a finger in the air like ’table for 1’; without seeing my response he took a menu, directed me to a table. ‘I’m here to collect a takeaway order’, I said.

He took me to the counter, handed me the takeaway menu, opening it and pointing at all the tasty choices. ‘Thank you. I’ve already ordered via phone so I’m here to pick up.’ ‘Oh, of course’, he said.

Three assumptions: Dining in, dining alone, need to order.

We can see a lot of the same kinds of situations at work which can lead us to the perceived shortcut of assumptions. It’s more effective and human to pause assumption and go with what people present you with, what the need is right here, right now.

This is relevant for leaders in conversations, meetings and workshops.

Don’t assume people will move or change at the time, speed or direction you want. That’s an old outdated mindset of control. Rather meet them where they are and go from there.

This is the newer mindset of facilitation. Contemporary, collaborative and effective, the Leader as a Facilitator. Give a like below; what's your experience with assumptions.. or takeaway?