In the ever-evolving landscape of healthcare, a fundamental truth resonates with undeniable clarity, especially for those in leadership positions (WARNING, this may hurt your ego), "You don't know what you don't know!" This principle, deceptively simple, gains profound depth and complexity when you apply it to the tactics involved with decision-making strategies as they relate to people management and change management processes. The interplay of diverse personalities, varied expertise, and dynamic scenarios create an environment where incomplete information will be the juxtapoint between success and failure, right and wrong, or trust and distrust. Navigating this delicate terrain will have a profound impact not only on the team members and organizational dynamics but also a consequential impact on the source of truth in our industry: our patients!
The implications of decision-making based on incomplete information are manifold. On the one hand, it can lead to innovative solutions born out of the necessity to think outside the box. On the other, it poses the risk of oversights that could have serious repercussions. This balancing act underscores the importance of humility, a thirst for continuous learning, and the ability to adapt quickly to changing circumstances. In a field where change is the only constant, understanding the limitations of one's knowledge becomes a powerful tool for effective leadership.
The phrase "You don't know what you don't know" traces its roots to the Dunning-Kruger effect, a cognitive bias where people with limited knowledge or competence in a domain overestimate their own abilities (over-confidence). In healthcare leadership, this principle serves as a reminder of the vastness of the unknown and how the greatest of expertise does not equate to expertise in every situation. Unfortunately, leaders who fail to recognize their limitations in this space are often characterized as:
Overconfident: They believe they have all the answers, which can lead to closed-mindedness and resistance to new ideas. In this, leaders believe their previous experience is transferrable to their current experience and have an over-reliance on it.
Undermining Others: Such leaders often undervalue the contributions of their team, believing that they alone have the requisite knowledge.
Inflexibility: A lack of appreciation for the unknown can result in rigid decision-making processes, disregarding new information or perspectives that might challenge their preconceived notions.
Neglecting Professional Development: These leaders often eschew opportunities for learning and growth, believing they have reached the pinnacle of their knowledge. * In certain situations, a leader might be open to learning new information or gaining a new experience but then fall into the trap of believing that the single experience represents the full spectrum of experience, failing to recognize how experiences of a similar nature may differ in needs.
To build one's capacity in recognizing 'you don't know what you don't know', a leader can do the following:
Be a Continuous Learner: A persistent student always seeks new information and perspectives. Attend seminars, read extensively, and seek opportunities to learn from everyone, especially those junior to your position. Find as many opportunities as possible to get with those you lead and experience what they experience to the fullest extent.
Ask Questions: Strong leaders aren't afraid to ask, "What am I missing?" or "What else do I need to know?" This demonstrates their awareness of the gaps in their knowledge and their willingness to fill them.
Encourage Team Input: Recognize that collective intelligence outweighs individual knowledge. These leaders foster a culture where team members feel valued and are encouraged to share their insights; those contrary to one's personal perspective are especially helpful, whether they are right or wrong.
Be Flexible in Decision-Making: Maintain an awareness that new information could change the best course of action; great leaders remain adaptable and ready to pivot strategies as needed, recognizing too that failure is success in identifying what does not work.
As a leader, it’s essential to understand that your role is different from those you manage. Leadership is less about matching the skill set of your team and more about comprehending their needs and advocating for them. Having credibility in your team's field is beneficial, but the core of leadership lies in your ability to motivate, influence, and inspire. Failing to recognize or empathize with your team’s experiences can be worse than mere disengagement. If a leader doesn't grasp what their team is facing, they miss the chance to effectively influence or inspire. True leadership is built on forming connections, understanding your team’s challenges, and guiding them with both insight and empathy.
In healthcare leadership, acknowledging and embracing the unknown is not a sign of weakness but of strength. It propels leaders to continually evolve, fosters a culture of collective wisdom, and ultimately leads to more informed and dynamic decision-making. Remember, the journey of learning is endless, and the unknown, once understood, can become your greatest asset.