Introduction
There are times when we need to consider the impact of our decisions and behaviors on other people. That’s what this competency does.
The dictionary definition of analyze is: to examine in detail in order to discover meaning, essential features, etc. This is a subset of the large ‘analysis” and focuses specifically on anticipating the effect of something we create.
Used for
We use it looking forward, anticipating the effect of some action.
For example, in sales, we use it to anticipate the customer’s reaction to aspects of our presentation. For example, we may craft a proposal and, before we deliver it, we analyze it from the customer’s point of view.
What impact will this feature have on the customer? What about this one?
We use it to consider the effect of any decision. For example, if we decide to open a new branch, we can ask, “What will be the effect on our current customers in that geography?”
Input/ Output
The input is a decision that we are about to make. The output is a more refined decision.
How to
There are two steps to using this tool. First, we determine who would be directly impacted by our pending decision. We ask, “Who will be affected by this?” It’s appropriate to keep the list to those directly and affected.
We could conceivably make a case for ever widening ripples of impact. For example, a decision impacting the income of an employee could conceivably be seen to impact his/her family for generations. Pursuing this path will bring analytical paralysis, and we’ll end up doing nothing.
Once we have an idea of who will be impacted, we then anticipate the effect of that decision on those thus impacted. We ask, “What is the likely impact on them?”
While we can make our best estimate, at this point it is helpful to use the Magnifier “Multiple Voices,” and solicit a response to the question by representatives of those directly affected. So, it is one thing for you to estimate the impact of a new compensation program on a sales team, and it is quite another to ask the question of a representative of the sales team.
It’s one thing to guess at the effect of some marketing program on your customers, and it quite another to solicit their feedback in a focus group.
Be wary of
Interjecting bias into the answers to the question. You can do that by selecting representatives of the impacted group who will support your decision. For example, if you are a politician about to pass some new bill, and you solicit feedback from only members of your party, you have interjected bias into the decision. That’s not good thinking.
Arrogance. This is when you think you know the impact on other people by virtue of your intelligence and experience. So, you neglect to check with other people, and thus limit the accuracy of your analysis.
