Based on this, how do we effectively make decisions? We reduce the amount of variables in our decision-making process.

The most efficient number of variables in any decision appear to be two. Do I turn left or right? Do I take English or History? However, when more that two variables are required, there are two practices that you can implement to make your decision-making more effective. The first is to simplify. The second is to chunk.

To simplify means to break down complicated ideas into their core elements. It’s a habit that most successful business executives have developed, and often the only way to make complex decisions. When you reduce complex ideas to just a few concepts, it’s much easier to manipulate those concepts in your mind and in other people’s minds. For instance, there is a story that exists that says the blockbuster movie Aliens was pitched as Jaws in space. The pitch uses existing elements that everyone knows well and requires the least amount of energy to conceptualize as a result.

A study done at Brunel University in the UK by Dr. Fernand Gobet shows that the brain learns complex routines by automatically grouping information in chunks. The size of the chunk roughly relates to the time it takes you to say each item to yourself. For example, it’s easier to “seventy-two, thirty-eight, eleven, fifty-six, forty-nine,” than it is to say “seven thousand, two hundred and thirty-eight, one thousand one hundred and fifty six”.

In a 2006 article in Scientific American Mind magazine entitled, “The Expert Mind”, Philip Ross illustrates this idea in a discussion of chess players. The article argues that chess masters develop names, or chunks for complete layouts of the board. They might have a chunk for a game where the opponent starts and moves the far left pawn one step, and another chunk for when that same player moves the same pawn two steps. They have seen how both games evolve so many times that each game has been almost memorized and can be recalled in an instant. This enables them to compare the two chunks of information easily. According to the article, chess masters don’t think hundreds of moves ahead. They think one move ahead. But they have an ability to process chunks of information efficiently because each of these chunks represent a set of dozens of moves.

Therefore, becoming an expert in anything means creating large numbers of chunks which enable you to make faster and better decisions. Creating chunks allow you to interact with complex patterns in many domains of life.

Efficiently making decisions, then requires, years of “chunking”. The best estimate is ten years. Malcolm Gladwell, in his book Outliers, suggests that it takes 10,000 hours.

So to decide more effectively with our limited brain resources, we must learn to break items down into their core elements and, through experience and practice, understand the patterns or chunks that information can be effectively grouped into.

A wide survey of research by Nelson Cowan in 2001 found that the number of items that you can hold in mind is likely not seven. It’s more like four. Yet this even depends on the complexity of the four items. Four numbers is not a big problem. Four long words gets more difficult. Four sentences creates chaos unless the sentences are very familiar such as a memorized prayer or an advertising jingle. In addition, a study by Brian McElree at NYU found that the number of chunks of information you can remember accurately, with no degradation, is one. Yes, you read that right: one! Long-term memory is enormous. Short-term memory, however, is extremely limited.

When making decisions, this can overwhelm us. We have to process large and often complex amounts of information so that a decision can be made. What happens during that process has even spawned an entire field of study called relational complexity. Working memory limitations are best defined in terms of the complexity of relations that can be processed in parallel. Complexity is defined by the number of dimensions, or sources of variation, that are related. Empirical evidence indicates that human adults are limited to processing four relations in parallel. More complex concepts are processed by segmentation (breaking tasks into serially processed components that do not exceed processing capacity) or conceptual chunking (”collapsing” representations to reduce their dimensionality, but at the cost of making some relational information inaccessible). [1] Relational Complexity thus shows that the fewer variables you have to hold in mind, the more effective you are at making decisions.

This is a huge challenge for a lot of people. This issue is not simply an avalanche of information that comes our way, but we have to process that information and make decisions based on it. The more information, the less effective the decision-making process is and the less effective those decisions will be.

NOTES:
[1] Processing Capacity Defined by Relational Complexity: Implications for Comparative, Developmental, and  Cognitive Psychology by Graeme S. Halford, University of Queensland, William H. Wilson, the University of New South Wales and Steven Phillips from Electrotechnical Laboratory

This fact helps us understand why it is difficult to make good decisions when we are tired, whether physically or mentally. It demonstrates why it is easy to get distracted when we are tired or hungry. On a side note, it also allows us to understand the reasoning for the increase in obesity. As brain processing increases, whether because of the transition of our culture to a knowledge society or the preponderance of video gaming, we need more and more glucose (sugar) to power those brain activities. That sugar, along with a more sedentary lifestyle, increases the opportunities for obesity to occur.

As a result, to make best use of our time, energy, and our brain, every time you use your mental processes, allocate to it something important. In other words, prioritize!

How to effectively utilize your mental resources
Prioritize your prioritization. This is because prioritizing is one of the brain’s most energy-hungry processes. Therefore, even after just a few mental activities, you may not have the resources for your brain to prioritize your day or specific activities.

Prioritizing involves “imagining and then moving around concepts of which you have no direct experience.” [1] Creating something you have not seen requires a lot of energy and effort. This is why people spend more time thinking about problems (things they have seen) than solutions (things they have never seen). It also helps us understand why goal-setting is so difficult. We are trying to develop something we have not seen or processed before.

Use visuals. One way to reduce the energy required for processing information is to use visuals. Picturing a concept activates the visual cortex in the brain. This is activated through pictures, metaphors, or storytelling, anything that generates an image in the mind.

Visuals are efficient for two reasons. First, they are high-information-efficient constructs. If you picture your bedroom, “that image contains a huge amount of information involving complex relationships among dozens of objects, their sizes and shapes, their relative positions, and so on.” [2] Putting all that information into words would create a huge energy drain on your brain.

Second, the brain has a long history of creating mental imagery. The brain translates everything into an image – it is highly efficient in this process. Studies have show that when you give people a logic problem to solve, they do it dramatically faster when you the problem is explained as people interacting rather than conceptual ideas.

Getting things out of your head. Using the brain to store and compare various concepts uses a lot of resources. When you get the concepts out of your mind and into to the world, you save on resources which will allow you to utilize your brain more effectively. Write things down. Type things out. Attempting to hold all that information in your brain is mentally and, since you are using up glucose reserves, physically draining.

How does this effect our work?
1. Schedule the most attention rich tasks when you have a fresh and alert mind. This could be early in the morning or after a break or exercise. The brain tires from use and can do more after a good rest. An afternoon nap could be a perfect prescription to make late-afternoon decisions. Make tough decisions after a good nap or a good night’s sleep.

2. Break work up into blocks of time based on brain use rather than topic. Divide your day up into different blocks of time, reserving time for intensive processing, another block for meetings, and another block for routine tasks such as emails. When I was working in the IT industry, I “do not disturb”-ed my phone, did my heavy processing in the morning when I was fresh, had lunch, and returned phone calls and emails from 2-4. I was so much more productive this way.

3. Don’t think unless or until you have to. Don’t pay attention to non-urgent tasks until you have to or until it is essential that you do it.

4. Learn to say no.

5. Delegate when possible.

6. Don’t think about a project until all information is available to you. Don’t waste energy solving a problem when you don’t have all the facts.

Your ability to work hard and make great decisions is a resource. Conserve this at every opportunity.

NOTES:
1. Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long, David Rock, 12.
2. Ibid., 14.

A recent article on innovation at Entrepreneur.com gives us a small look at the innovation process.  I think the author offers some good suggestions.  Take a look:

Innovation is not a brilliant idea; innovation is a process. A brilliant idea becomes an innovation when it’s turned into a product or system that produces significantly improved results. There are four steps and four leadership roles that emerge during an innovation process:

1. Creating–Everything starts with an idea, and there’s no question that every organization needs new ideas to remain competitive and deal with the rapidly changing world. The most talented people don’t have to work at coming up with ideas; they see possibilities everywhere. They don’t see things as they are, but how they could be. Of course, not all their ideas are brilliant; in fact, some are really off-the-wall. But that doesn’t deter the “Creators.” They just keep seeing those possibilities.

2. Advancing–Many great ideas have died on the vine because they weren’t picked up. Fortunately, there are people who have a natural talent for recognizing good ideas and running with them. That is, they’re more focused on implementation than on creating ideas, and they also have a talent for interaction. Because they make things happen, they’ve developed the ability to sell others on an idea and get it running.

3. Refining–Before the “Advancers” charge off and implement an idea, it would make sense to have a workable plan that has no holes in it. “Refiners” often play the devil’s advocate role, asking the challenging “what if?” questions. It’s important to keep refiners focused on developing a plan to make the idea work rather than just focusing on why it won’t work. If you can’t make it work it will become apparent. The refiner’s talent for analysis and attention to detail are often undervalued because they tend to challenge both the creator and advancer–but don’t implement a new idea until you’ve listened to their input.

4. Executing–One of the primary reasons great ideas fail to create an innovative change is a lack of follow-through. Implementation of the plan step-by-step–ensuring that all team members follow-through on their responsibilities–requires the talents of the “Executer;” they’re focused on the day-to-day realities of what must get done, and making sure it does get done. Only when the executer has completed their part of the process can the innovation be considered complete and a success.

The reason many organizations fail at innovation is because leaders don’t understand that innovation is a four-step process, and the talents required at each step of the process are very different. So different in fact, that it’s unlikely for one individual to excel at more than one of the four steps. This means that for innovation to succeed, it needs to be a team-based process. But not all teams have team members with all of the required talents.

As you consider ministry outside the box, consider this process.

A Personal Experience

When I was in college, I had to take marketing 301.  In this class we had to form a team and build a marketing plan.  Our professor had a couple of ideas and resources, but one of my teammates had a friend who had developed a cool pool fountain, so we decided to put a plan together to market it.  Later, we presented that plan to our class and it went over wonderfully.

So why hasn’t the church jumped on an idea like this?  Maybe because it is a business class and church is not in the business of being in business.  Well, it is time to realize that in some ways the church is a business.  And there are times when it needs to engage in solid business practices.

While I do not like an attractional church model, if you are going to build an entrepreneurial ministry, there may come a time when marketing and advertising must be done.  A great resource could be the local college down the road.

Advantages

1.  You get a lot of work done for you by people who are focused on marketing and who are working to get a good grade.

2.  You get energy and experience as the professor will work with the young, energetic team, offering insights, wisdom, and experience.

3.  The resources (think money) needed to obtain this plan are often insignificant.  It can happen for free or an insignificant charge.

4.  You get to build relationships with those who are most likely un-churched, including the professor.  In fact, he/she may be the first point of contact.

5.  You get your ideas and messages out to a whole group of people (think class of students as well as their social network), most of whom are un-churched.

Disadvantages

1.  You are still working with college students.  Their enthusiasm is often inconsistent and their expertise and experience limited.

2.  It is a college semester and the team may not be able to spend as much time on the project as a marketing company.

If you are willing to be a guinea pig, you might get a great proposal – best case scenario – or at least a starting point – worst case scenario – in marketing your entrepreneurial ministry.

1. The successful leader has a vision
2. The successful leader communicates well
3. The successful leader supports and guides the employees
4. The successful leader believes in his/herself
5. The successful leader creates the atmosphere that encourages others to grow and thrive
6. The successful leader manages by walking around
7. The successful leader acts and reacts in an honest manner
8. The successful leader creates and fosters a learning environment
9. The successful leader perseveres
10. The successful leader shares successes

For more information about each of these, see The Entrepreneur as Leader.

Entrepreneurial ministry will often find itself in being for-profit, not non-profit.  Regardless the same mentality must apply:  ministry has a business side.  The government views ministry this way on some levels, and this must be taken very seriously.  So in the inaugural post of Entrepreneurial Ministry, I want to give you 5 reasons why you should incorporate your entrepreneurial ministry:

1. Personal Asset Protection-By incorporating or forming a limited liability company, you make a distinction between your personal assets (house, checking account, auto, etc.) and your business. If your ministry is sued, and you are incorporated, in most cases your personal assets will have a degree of protection not afforded under sole proprietorships or partnerships.
2. Increase Credibility with Clients and Customers-A business that has “Inc.,” “Company” or “Corporation” after its name generally indicates a higher degree of professionalism and seriousness of purpose. This can be particularly useful if you intend to sell shares of stock to raise capital.
3. Tax Deductions-A corporation can reduce the amount of tax that is due to the IRS by deducting any costs that are related to the business in the pursuit of profit. These charges can include operating expenses and advertising costs, as well as the salaries, bonuses, and medical and retirement payments paid to employees.
4. Ability to Raise Capital by Issuing Shares of Stock-If a corporation needs more capital, the owners can issue shares of stock to investors. Capital can be raised in this way whether a company is a startup or is an established firm that is looking to expand.
5. Corporations Are the Most Enduring Legal Structure-A corporation is the oldest legal structure. They are entities that continue even if an owner dies or decides to sell a business. Because of its long history, there is also a wealth of case law to refer to in the event of a corporate lawsuit.

Is your message, product or service worth talking about? We certainly hope so, because a recent study conducted by eMarketer.com concluded that 53 percent of online traffic comes from recommendations made by family members and/or friends. This confirms what guerrillas have always known: Positive word-of-mouth “buzz” is the best advertising money can’t buy–whether offline or online! So every single business person in the world should be spending a great deal of their time strategizing ways to acquire and retain profitable customers using word-of-mouth marketing–especially since the internet makes it so much easier!

Guerrillas are particularly fond of using three of the very best online word-of-mouth tactics–viral marketing, tell-a-friend programs, and online publicity.

Guerrillas Go Viral

Viral marketing is nothing more than a method for encouraging large numbers of people to spread marketing materials to family members, friends and associates. It’s like planting seeds, adding water and watching them grow! Because so many of the best internet distribution channels are free or extremely low-cost, viral marketing is a guerrilla’s best friend and should be an integral part of your online marketing efforts. And how do you “go viral” quickly? Simple. Give something valuable away for free.

Guerrillas Use Tell-A-Friend Programs

If you’ve spent any time at all on the internet you’ve certainly been asked to provide the names and e-mail addresses of others you know who would also be interested in visiting websites. This is a great way to make it easy for people to recommend your site to their family members and friends! All visitors have to do is enter the requested information and an e-mail with your website’s URL and a short message is generated. And since the e-mails’ “from” lines are from recognizable e-mail addresses, they’re not likely to get blocked by spam filters and are not considered spam.

Guerrillas Generate Online Publicity

As an alternative to utilizing traditional advertising, Guerrillas love using the internet to create buzz about themselves, their products and services, and their companies. That’s why so many smart online entrepreneurs take advantage of free and/or low-cost and highly effective traffic generation strategies, such as online press releases.  If you want to get the biggest bang out of your online PR efforts, let the following rules of thumb guide you.

* Use an assortment of weapons. It’s hard to get anyone’s attention using one channel. Use a combination of online and offline strategies and tactics such as recording a radio interview and putting it on your website. Put your web address on your business cards, mention it in your voice mail greeting, and include it in every one of your offline ads.
* Find out what people are talking about. Then write a press release that ties you, your company, or your products and services to the story or topic. Just pick up any national newspaper or visit online news sites to find out what subjects are hot.
* Send out press releases often. One-shot attempts won’t get you anywhere, so any time you have news worth mentioning send out press releases.
* Add a little controversy. Nothing is worse than a boring story, so go ahead and add a little pizzazz to your press releases. There’s nothing wrong with controversy, as long as you don’t go overboard. So stick your neck out, stand up for something, and shout it to the world.

Guerrillas Set Up E-Mail Signatures

Here’s a strategy that’s so simple you can have it up and running in less than ten minutes! Open your e-mail program (e.g. Microsoft Outlook, Entourage, GMail, Thunderbird) and go to the “Tools” tab (or “Preferences” on Macs) and set up a signature file–or “sig file.” Once there, enter whatever information you’d like to appear at the end of all of the e-mails you send, like your name, e-mail address, contact information, active link to your website, graphic, and/or marketing message.

The prefrontal cortex

The process of making decisions and solving problems relies heavily on the region of the brain known as the prefrontal cortex. The cortex is the outer covering of the brain. It is about 1/10 of an inch thick and covers the brain like a sheet. The prefrontal cortex sits just behind the forehead and makes up a small part of the cortex. It was the last major brain area to develop and is only about 4% of the entire volume of the brain.

Without the prefrontal cortex you would not be able to set any type of goal. You wouldn’t be able to control impulses. You wouldn’t be able to solve problems and would be unable to visual a situation you had never seen before. You also wouldn’t be able to think creatively.

The preforntal cortex is the seat of conscious interactions with your world. This is where your conscious thinking occurs. This conscious thought is mainly made up of five functions: understanding, deciding, recalling, memorizing and inhibiting. According to author David Rock, these “functions are recombined to plan, problem-solve, communicate, and other task. They use the prefrontal cortex intensively and require significant resources to operate.” [1]

The need for energy

Conscious mental activities require a lot of metabolic resources. They use the metabolic resources of your blood significantly faster than any of the automatic brain functions such as keeping your heart beating and your lungs breathing. Conscious mental activities can reduce your ability to physical activity. A study done in 1898 by Jeanette C. Welsh measured a person’s ability to do physical tasks while thinking. The scientist had subjects start a mental task and then were asked to exert as much force as possible on a dynamometer, a machine used to measure force.[2] Dr. Welch’s results showed that “almost all mental tasks reduced maximum force, often by as much as 50 percent.” [3]

Therefore, energy-hungry activities, such as scheduling meetings, might exhaust you after an hours. In addition, make one difficult decision and the next will be more difficult to make. This is because the prefrontal cortex uses a lot of metabolic fuel such as glucose and oxygen. This would explain the need for calories and food for those who are knowledge-workers. It would also indicate the reason so many in our society are obese. We are are working hard mentally, need energy to achieve that, so we snack on unhealthy foods and drink a lot of drinks that are high in sugar. We then become addicted to those kinds of foods.

The trick to managing our thinking is to prioritize. We will see that in our next article.

NOTES:
[1] Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long, David Rock, 8.
[2] See Welch JC (1898). “On the measurement of mental activity through muscular activity and the determination of a constant of attention.” American Journal of Physiology 1:283–306.
[3] Rock, 8.

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