It is so easy to fall into a trap or habit of pursuing more.
In a capitalist world of course this is not a shocker.
Bigger house, bigger salary, bigger ego.
And in the cut and thrust of corporate life the pursuit of more is a given.
Growth is what it is all about and I suppose ever since the Western world came up with the GDP metric to measure economic performance the die was cast.
And in the world I occupy as a coach and mentor I witness a real problem with how leaders' deal with their own version of striving for growth.
A behaviour that pits the strong wills around the board room table that are crying out for a 'satisficers' perspective and those that demand a 'maximiser' drumbeat.
What are these labels you ask?
Let me back up a little.
In a finite business world where we measure pretty much everything to spot trends, blind spots and opportunities the paradox is that the human brain is under constant bombardment to seek better and best outcomes. No one really wants to hear words like business as usual, status quo or good enough. But the reality is that the human brain does not operate in neat rows and columns like a spreadsheet. When two people come together to discuss growth and the problems they have preventing them getting there the communication of thoughts feelings and biases is as complex as it comes. Messy and infinite.
And in this world of mystery and ambiguity sits the role of the Satisficer and Maximiser.
As you read this you might identify with yourself and reflect that depending on the situation you wear both hats. As a parent for example you are probably prone to living a Satisficers' life but as a business person you may be under pressure to behave like a Maximiser.
And you will probably be thinking of colleagues and the respective hats they might be wearing.
I think as I have got older I am more of a Satisficer probably due to no longer working in a corporate full time role, starring retirement in the face and watching my family grow.
So what does all mean ?
I believe that there is a serious problem in how people talk with each other. Three problems in fact.
Clue one is the demise of listening. The march of hybrid working and asynchronous communications has put more emphasis on being seen to be present versus listening to what others are really saying. AI will not fix this problem sorry to say. So what this means is that the necessary conversation about what is good enough or better than good enough gets lost and the problem and decision making is obfuscated to the point that no decision is actually made - or worse, the wrong decision is made.
Clue two is the growth of bias especially recency and confirmation. If I say something that has a supporting piece of data attached to it and I say it with gusto and frequency the chance that others will latch on to my words and follow me is higher than you might say. Consider your world. Does this happen? The boss speaks first and sets the tone and direction. Absolutely fine until it isn't and the plot between a maximiser's agenda and the disarray for those with a more satisficer's point of view grows.
Clue three is trust. Where there is high trust there is no problem. Satisficers and Maximisers will coexist happily safe in the belief that they are healthily conflicting and resolving disputes to take forward decisions in a accountable and committed fashion to deliver results - good enough or better.
And the fix?
Ah ha!!
No such thing as a fix.
Unless you are prepared to roll up the proverbial sleeves and rewire the habits around the executive table and have more open conversations about what good enough might actually look like and whether striving for better and best is short term gain only but long term damaging.