Summer Reading List 2021: Five Books that Changed my Mind

This past year gave me a fair amount of time to read and listen to audiobooks. Here are five books I found truly impactful, in that they managed to change some of my fundamental previous assumptions and opinions.

Steven Pinker (2018). Enlightenment Now: The Case for Reason, Science, Humanism, and Progress.

Steven Pinker presents a passionate and persuasive defense of reason, science and progress. He shows with an abundance of data how a commitment to humanitarian values has kept winning – in the long run – dramatically and consistently over the destruction and chaos that would be the easier and more natural course. It is an uplifting as well as urgent perspective that challenges lazy dogmas from both the left and the right of the political spectrum.

To get a first impression and hear his own voice, here’s Steven Pinker in an interview with Shankar Vedantam on the “Hidden Brain” podcast:

Beyond Doomscrolling

Hans Rosling, Anna Rosling Rönnlund, & Ola Rosling (2018).  Factfulness: Ten Reasons We’re Wrong About the World–and Why Things Are Better Than You Think

You may know Hans Rosling from his classic and widely shared 2006 TED talk:

This book offers explanations of why people – including highly educated people – are shockingly and systematically wrong about global trends and facts. Our instincts dramatically distort our perspective: from our tendency to divide the world into two camps (usually some version of us and them; e.g., poor vs rich etc) to the way we consume media (where fear rules), to how we perceive progress (believing that most things are getting worse).

The two books above share a similar perspective, but they are different enough (and counterintuitive enough!) that I found it very worthwhile to read both. In fact, I suspect I should read them both again in the near future, lest I forget.

Malcolm Gladwell (2019). Talking to Strangers

I’ve often found Malcolm Gladwells’s books worth reading, but hard to summarize. This one is no exception. If I had to summarize my take-home, it would be: “stop assuming”. I might be very wrong about other people, no matter how great I think my intuition is. (This past year I’ve listen to both “Talking to Strangers” and his older “David and Goliath” as audiobooks in short succession, and found them both similarly entertaining, informative, relevant for race politics, and thought-provoking, but only half satisfying.)

Sharna Fabiano (2021). Lead and Follow

Much has been written about leadership, but very little about followership in organizations (in fact, my spellchecker doesn’t even recognize “followership” as a word). As an internationally recognized dance artist and teacher, Sharna Fabiano has a deep understanding of the complementary nature of those roles in Argentine tango.

In her words: “To a dancer, improvisation does not mean “winging it” or making it up as you go along. Rather, it implies a highly refined system of communication built through specific methods of training. Improvisation for dancers is a synergy between leading and following actions that is greater than the sum of its parts. We already know a lot about leading at work, but not many of us understand how to follow with intelligence, power, and grace, as dancers do. It’s time we learned.”

Sharna Fabiano presents a coaching model that helps us think about those roles and the skills they require through three phases of increasing sophistication: 1. Connection, 2. Collaboration, and 3. Co-creation. It’s a very practical and well written book. As a reader, you don’t need to know anything about tango to understand the metaphors and their applicability to specific challenges in the workplace.

Steve Dalton (2020). The 2-Hour Job Search

What I liked least about this book was its title. I took me a while to figure out what exactly the two hours refer to, and I found the best explanation – and indeed the best book summary – here. The book’s focus is on how to get you interviews as efficiently and quickly as possible, without all the emotional investment that comes with a lot of other career advice. One reason I’ve already recommended it to several clients is that it has very useful templates and easy-to-follow guidelines for requesting and conducting informational interviews.

Steven Dalton’ approach circumvents the online job application process altogether. His approach takes into account the fact that many smaller companies never post their jobs online at all (and did you know that almost 99% of US employers have fewer than 100 employees?*), as well as that the odds for online applications are quite terrible, especially for people without very clearly defined and sought-after skills.

* According to 2016 data from the Census Bureau, firms with fewer than 500 workers accounted for 99.7 percent of businesses, and firms with fewer than 100 workers accounted for 98.2 percent.

Ursina reading an entirely different book from the ones on her Summer Reading List

What have you all read or listened to recently? As always, please let me know your favorites! Contrary to what this post might suggest, I also enjoy fiction, escapism, and otherwise simply pleasurable entertainment. Would love to hear your recommendations!

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



Decision Support Tool: Instructions for Creating a “Value Tree”

Part of a value tree of one of my clients

Whenever you have a really big decision to make, the best place to start thinking about it is by identifying what really matters – that is, by clarifying your goals and values. To help with that, the exercise of constructing a “Value Tree” is a great decision support tool. Here you can download a set of instructions on how to create your very own value tree (written by myself and Barry Anderson).

The Research

Value trees (also known as “goal hierarchies” in decision theory) are an established method to support decision-making. Their effectiveness has been evaluated by several independent researchers with real career decisions. Those studies have shown that constructing a goal hierarchy leads people to process more information (Aschenbrenner et al., 1980, Paul, 1984), come up with more specific, rather than generic, goals (Teuscher, 2003), and be more satisfied with their decisions (Paul, 1984).

The Practice

It’s easy to do this exercise by yourself, but the value tree is also great decision support tool to use in a coaching setting. Therefore, a part of our instructions are addressed to counselors, coaches and facilitators who may want to start using this method. A value tree can be especially helpful for couples or groups who are tackling decisions together.

Below are a few examples of value trees that my clients or students created. While you probably won’t be able to read the content in these images, I hope the examples will encourage you to grab your own block of sticky notes and get started – and don’t hesitate to personalize this exercise.

Value Tree as a Decision Support Tool - Client Example

Value Tree Exercise (Workshop on Decision Support Tools by Ursina Teuscher)

Value Tree Exercise (Workshop on Decision Support Tools by Ursina Teuscher)

Value Tree Exercise (Student Example)

Value Tree Exercise (Student Example)

References:
Aschenbrenner, K. M., Jaus, D., and Villani, C. (1980). Hierarchical goal structuring and pupils’ job choices: testing a decision aid in the field. Acta Psychologica, 45:35–49.
Paul, G. (1984). Entscheidungshilfen im Studien- und Berufswahlprozess. Peter Lang, Frankfurt.
Teuscher, U. (2003). Evaluation of a decision training program for vocational guidance. International Journal for Educational and Vocational Guidance, 3:177–192.

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



Who Should Make Which Decisions in Your Team?

A practical tool and downloadable template to help determine decision authority.

For the most part, my work focuses on helping people figure out HOW to make good decisions. However, in an organization (or family! or any other group of people), the more urgent and conflict-prone question is often WHO should make which types of decisions, rather than how they should make them.

During a conversation with a client lately, I realized that this, too, is a decision that we can approach with the same frameworks and questions that are helpful for other decisions. In this case, the “alternatives” are people within the organization. In other words, each potential decision-maker is one option, and the main challenge is to define which criteria the decision-maker should fulfill in order to bear that responsibility. Once you have defined those criteria, it becomes much more straightforward to assign the right person the responsibility for any type of decision.

Who should decide? How to determine decision authority in your team

I’ve created a template to illustrate and support this process. You can download it here. The spreadsheet as it is here may be too sophisticated for many situations, but you can adapt that general idea, and use it in any way you choose to guide this process within your team. (You should also adapt the set of criteria and their importance weights as you see fit, but the example may help you get started. It was among others inspired by this article.)

 

Who should decide? How to determine decision authority in your team

 

Things to consider when you use this approach to determine who gets to make which decisions in your team:

If there are no trade-offs (i.e., some people score higher than others on all criteria), the decision authority can simply go to the person with the highest total score (Column G). However, if there are trade-offs (as in the example), don’t look only at the totals. Trade-offs between criteria often suggest a way to share the decision.

For this example, given these particular criteria:

  • People with high expertise, but who are not affected by the decision (Team Member 2 in this example) could be advisors to the decision-maker.
  • People who are not affected by the decision in their regular work, if all goes well, but who might be affected by fallout of negative consequences (Team Member 3 in the example), could get a veto role. In other words, the person higher in the chain of command/responsibility might want to let someone else, who is closer to the decision, develop and propose a solution, but they might want to reserve the right to approve it before it is implemented. Criterion 3 here would justify this kind of overseeing role for Team Member 3 for this particular decision (clearly distinguishing this case from a micro-managing leadership style in general).

A possible practical solution for this example:
Team Member 1 could create a proposal, advised by Team Member 2. Team Member 3 would have to approve the proposed solution before it is implemented.

If you have faced the question of “who should make which decisions” in your team, please let me know what you think about this process. I’d love to hear about your experience!

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



Berry Kruijning Interviewing Ursina on Decision Making

Berry Kruijning, JD, LL.M is a leadership coach and much admired colleague of mine. She works internationally but is based here in Portland, where I initially met her. She is an expert on communication and conflict resolution. One of her specialties is to help introverts become impactful and confident leaders. Here is an interview she did with me about decision making.

 

 

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



Summer Reading List 2020 – Book Recommendations on Leadership and Career Development

Here are a few books about decision making and leadership that I found worth reading and still very relevant, regardless of how things have changed since they were written.

The first two are not only interesting if you’re leading other people, but also if you are running your own business as a solopreneur. Both books talk about value-driven business models, although in very different ways. I found Simon Sinek’s particularly inspiring:

Simon Sinek (2013). Infinite Game

Seth Godin (2018). This Is Marketing: You Can’t Be Seen Until You Learn to See

Aaron Dignan (2019). Brave New Work: Are You Ready to Reinvent Your Organization?

Brené Brown (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. 

My last recommendation is a good basic reference if you’re looking for a job. It offers detailed advice and examples on how to write your resumes and cover letters, and how to tailor them to your desired position. As much as I recommend it though: given how quickly the job market and its challenges are changing, I would recommend any book (regardless of how recently published) only as a starting point, and as one reference. Always do a detailed search online for specific advice about your desired position and industry, and get personal advice from people who are working and hiring in that field – or better yet, at that company. In addition, make sure your resume has a chance to get past automated Applicant Tracking Systems and in front of human eyes at all. (This is not a topic the book talks about, but it is absolutely essential in any resume you submit online).

Patricia K. Criscito (2013). How to Write Better Résumés and Cover Letters.

Book recommendation: resume writing

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



Career Counseling Update: How Does Online Coaching Work?

This is an update to my earlier post, where I described my career coaching process in detail. While I have always offered and enjoyed online coaching via phone or video, I used to meet most clients in my office. I had therefore written my earlier post assuming a regular in-person setting. Some of the coaching methods I described there, especially exercises giving the client physical cards to sort and lay out, are of course not available in a remote setting. To replace those, I have in the meantime created additional resources and career counseling tools for a remote coaching setting that I am happy to share here.

I have revised the pdf that I’ve shared before to include links to all those online coaching tools and resources. Some of the links are external resources, such as a free assessment of career values that I really like, provided by Career Services Group, Inc. Others are tools I created or adapted from card sort tasks, such as a skills matrix in a Google Spreadsheet.

Career counseling: online resources to guide your career decision

So here’s my revised outline of the coaching process and tools I like to use to help people with a career decision.

Career Counseling Update: How Does Online Coaching Work?

 

What if I can’t afford career counseling? Can I do all this by myself, without a career counselor?

Yes, in the sense that you have here all the resources I typically use. I can think of three things that may be difficult to do by yourself, but for all of those, working with a trusted friend instead of a coach can help:

  1. Clarifying criteria. When I work with a clients on a career decision, the part that usually takes up most time during our meetings is the second part (what’s summarized on Page 2 of the pdf): the clarification of criteria. Reflecting deeply on what matters most to you, and what to prioritize, is a hard task. Most of us find that difficult to do by ourselves, so my recommendation is that you find someone you can talk to. For this part, I recommend finding someone who can listen well, and who is kind and non-judgmental, because you’ll want to be honest with yourself, and possibly open to discussing vulnerable aspects of yourself.
  2. Exploring options. Our abilities to think creatively are severely limited if we think by ourselves. Creative conversations with an open-minded person are a very powerful tool to disrupt and enrich your thought patterns. Ideally, find someone smart and creative to talk to while you explore options! I always recommend that anyway as homework between sessions.
  3. Doing the homework. A coaching setting with weekly sessions provides very natural deadlines for homework to be completed every week. Without any such structure and accountability, some people find it difficult to go through this entire process. Here too though, a friend can help: schedule regular chats or check-ins with someone who can help you take the next steps.

Share the online resources

Please feel free to share this pdf, including any of the linked documents, with anyone you think might benefit! I hope this will be a useful resource to you, whether you use by yourself, or with a friend, or wether it helps you decide to work with a coach on some of the questions. I am also happy to answer questions about it. You can schedule a chat or meeting here.

 

Set up an appointment with Ursina Teuscher

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



How Does Career Decision Coaching Work?

If you’re considering getting help for a career decision, you may wonder what exactly it would look like to work with a career counselor or coach. Here’s a description of the coaching process and tools I often use when I work with clients on a career decision.

Career Decision Coaching:

1. Defining the Problem

The first step for me is to make sure I understand exactly what your needs are, and what you’re hoping to achieve by working with me. For example, you may look for a change in your career, and for help figuring out which direction to take. If you’re hoping to get clarity in a career decision, we’re on a good track and I’ll be confident that my process can help you.

(If you’re looking for something else, I might be able to refer you to one of my colleagues. For example, if you need help searching for specific jobs, tailoring your resume, or improving your interviewing skills, I’m happy to connect you with someone else on our team).

2. Clarifying Criteria

If you want to take your career in a new direction, we usually start with an in-depth clarification of your personal criteria. Career CounselingWhat matters most to you for your next career move? Partly, this will be an open conversation. Sometimes I use image cards to draw out more information about your core values and issues that matter to you personally. Letting you pick images and talk about them can illuminate your values in a way that words alone may not. Then, we may dig into different aspects with several standardized assessments. For example:

  • An assessment of your skills, including those with growth vs. burn-out potential, with the Motivated Skills Card Sort Matrix
  • An assessment of your career-relevant values with the Knowdell Career Values Card Sort task
  • A personality assessment, based on the five factor model of personality with 30 subscales (IPIP-NEO 300: International Personality Item Pool Representation of the NEO Personality Inventory – Revised: NEO PI-R)

How does career decision coaching work?

3. Exploring Options and Strategies

Each of these steps and assessments usually takes at least one session to complete. At the end of each session though, we will always think about possible homework for you, if you’re up for that, so that you can drive the process forward as much as possible in between sessions, if and as much as you choose to. For example:

  • After the Skills Assessment we may think of new search terms you could use when looking for careers. We’ll discuss search strategies for you, such using O*NET or LinkedIn as sources for information (each very limited in their own way, but valuable and complementary).
  • The results of the Skills Assessment can be a terrific starting point to re-think your work history and accomplishments. You can do exercises at home that will help you later craft your resume and talk naturally about your skills and strengths in an interview. You’ll find ways to highlight the skills you most enjoy using and would like to grow more in your future.
  • The Career Values Assessment, as well as the Personality Assessment, can give us new ideas about employers and work environments that would be a good fit for you. You might want to set up informational interviews between sessions, so that you can come back in with new information and new ideas. For most people (not just introverts!) asking someone for an informational interview is not easy. I can help you think about how to reach out and what questions to ask, based on where you’re at in your decision process.

How does career decision coaching work?

4. Deciding on Your Best Strategies and Planning Next Steps

Once we have the results of all the assessments, we will look through all that information and distill your very personal set of your most important criteria. We will use this set of criteria to guide your search for options and information, and to evaluate specific career paths. Visual tools, such as decision tables and trees, can help us determine which strategies are your winners. We can even evaluate your options with weights and numerical ratings, if the decision is still difficult at that point. Or, I can help you think about particularly uncertain options with risk analysis tools, such as scenario trees. Oftentimes however, these formal tools are not even necessary in the end. You’ll probably have gained enough clarity about what direction you want to take, and about your best strategies to pursue that direction.

Once you have decided on a strategy (or on several you want to keep pursuing), I can help you plan your next steps. At that point you’re probably well on your way. Our coaching process could end there, or you might like to get some continued help and guidance from me, as you take next steps and work towards your next goals. Either way, the clarity you’ll have gained from this process, and the knowledge that you’re making the best possible decision, will help you fully commit and take action.

I hope this description gives you a better idea how career decision coaching could work for you! If you’re interested in coaching, here’s more information about the typical setting and fees to work with me. If you want to talk to me on the phone or are ready to come in for a first session, you can schedule a chat or meeting here.

Set up an appointment with Ursina Teuscher

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



One Door Down: Welcome to My New Office

Office of Ursina Teuscher, PhD: Decision Analysis and Coaching, at 522 SE 5th Ave, Suite 1118

– Or: My Office Is Now Also an Art Gallery.

I’m excited about my new office space. It’s only one door down from the previous one, and still the same size, but it did get nicer: I got moved to the center of the U-shaped Yeon building (still facing east, looking out at Mt Hood), which gives me a broader view with more window surface. And, I am now the proud owner of four Jean Wuethrich watercolors along with several of his smaller mixed-media travel sketches. One of the watercolors is an impression of the food carts just around the corner of my office.

Office of Ursina Teuscher, PhD: Decision Analysis and Coaching, at 522 SE 5th Ave, Suite 1118

Portland Foodcarts, Watercolor by Jean Wuethrich

Office of Ursina Teuscher, PhD: Decision Analysis and Coaching, at 522 SE 5th Ave, Suite 1118

(Meanwhile, my former space will be absorbed into a larger and finally wheelchair accessible bathroom. I know my building management will do everything in their power to limit construction noise at normal business hours, but we may experience some noise during evening appointments. If it gets uncomfortable, we can always move to the conference room though.)

Come visit!

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



Summer Reading List 2019

Summer Reading List: Ursina's Book Recommendations on Creative Decision Making and Goal AchievementSomehow it became a summer tradition of this blog: here’s my latest list of book recommendations (you can see the lists from previous years here). As usual, they all have something to do with creative decision making and goal achievement. The first is a novel, the rest is non-fiction:

Wood, Benjamin (2016). The Ecliptic. A Novel

More than the plot, it was the premise and setting that had me hooked from the start: an isolated artists’ colony on a small island – its anonymous residents lingering for years, all expenses paid. Relieved of their own ego and the burdens of everyday life, they should be free to create their next masterpieces. Needless to say, it doesn’t work out quite so smoothly for everyone. You can start reading here.

Two excerpts highlight why this book fits this particular reading list and the topic of my blog. Here’s the voice of the protagonist Elspeth, a Scottish painter: “Any guest who could not wait to talk about the project he was working on was usually a short-termer — that was our evaluation. Anyone who proclaimed his own genius was a fraud, because, as Quickman himself once put it, genius does not have time to stand admiring its reflection; it has too much work to get finished. We never sought out the company of short-termers. We left them to work and find their clarity alone, while we got on with jabbing at our own unwieldy projects. None of us seemed to recognise the fact that our separation from the others was, in fact, a tacit declaration of our own genius — and, thus, it surely followed that we were the biggest frauds of all.”

And the voice of her mentor: “Actually, it reminds me of the work I did when I was drinking — heavily drinking. Your thoughts are leaking out of so many different places you can’t hold them. There’s no control, no discipline. Everything’s just streaming out of you and you can’t stop it. I understand what that feels like, believe me I do. Feels like freedom but all you’re really doing is shutting things out. It leads you nowhere good.”

James Clear (2018). Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones.

Of all the books on habit changes I’ve read so far, this might be the most practical yet. It focuses on small improvements and makes a compelling argument that in the case of habits, thinking small produces the biggest results over time.

Some of the take-home points:

  • Habits are the compound interest of self-improvement.
  • The most effective way to change your habits is NOT to focus not on specific goals. Focus on your system instead. “You do not rise to the level of your goals. You fall to the level of your systems.”
  • Four rules to build better habits: (1) Make it obvious, (2) make it attractive, (3) make it easy, and (4) make it satisfying. (The opposite rules apply to extinguishing bad habits.) The book goes into many examples and methods on how to apply each of those rules.
  • The greatest threat to success is not failure, but boredom. As habits become routine, they become less interesting and less satisfying. It is therefore essential that we keep improving our systems. For that we need to remain conscious of our performance with reflection and review.
  • Success, therefore, is not to reach a specific threshold or goal, but to keep improving our systems.(Conveniently enough though, this is also the best strategy to reach any specific goals.)

You can look into the first part of the book here.

Annie Duke (2018): Thinking in Bets: Making Smarter Decisions When You Don’t Have All the Facts.

As a former World Series of Poker champion, Annie Duke shares a convincing perspective of how important it is to cope well with uncertainty, if we want to make better decisions. As opposed to most of us, professional poker players are comfortable with the fact that great decisions don’t always lead to great outcomes and bad decisions don’t always lead to bad outcomes, and they are unafraid to scrutinize and review their own decisions (the processes, not the outcomes!) rigorously, because they know this pays off hugely in the long run.

Annie Duke’s advice is that we need to let go of our need for certainty, and instead make it a practice to accurately assess what we know and what we don’t. One way to committing to this practice is to find a peer group that can help you build a non-confrontational, non-threatening decision review team. If you want to read a sample, here’s a preview.

Vicki Lind, Tifini Roberts, and Leslie Yeargers (2019). Landing a Job Worth Having.

This is a new handbook written by three of my colleagues at Vicki Lind & Associates. It is full of very practical tips and resources, from searching for the right position to negotiating your salary. The authors guide you through all these steps:

  • Assessing what type of job you want
  • Using job boards and social media to find those jobs
  • Building a network of contacts to put you in front of hiring managers
  • Crafting resumes and cover letters to get you interviews
  • Interviewing with confidence and build great references
  • Negotiating a compensation package that matches your worth

Summer Reading List 2019: "Landing A Job Worth Having" by Vicki Lind, Tifini Roberts and Leslie Yeargers

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



The Role of the Brand on Choice Overload

I’m excited to share the publication of a new research paper from a collaboration with my colleagues Raffaella Misuraca, Francesco Ceresia, and Palmira Faraci in the journal “Mind and Society”:

Misuraca, R., Ceresia, F. Teuscher, U., & Faraci, P. (2019). The Role of the Brand on Choice Overload. Mind and Society. 

https://doi.org/10.1007/s11299-019-00210-7

[Full text available on request.]

Research Paper: The Role of the Brand on Choice Overload

ABSTRACT:
Current research on choice overload has been mainly conducted with choice options not associated with specific brands. This study investigates whether the presence of brand names in the choice set affects the occurrence of choice overload. Across four studies, we find that when choosing among an overabundance of alternatives, participants express more positive feelings (i.e., higher satisfaction/confidence, lower regret and difficulty) when all the options of the choice set are associated with familiar brands, rather than unfamiliar brands or no brand at all. We also find that choice overload only appears in the absence of brand names, but disappears when all options contain brand names—either familiar or unfamiliar. Theoretical and practical implications are discussed.
© Springer-Verlag GmbH Germany, part of Springer Nature 2019.

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR

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