How to Increase Engagement during Strategy Sessions
Photo credit: AirSlide
Making decisions can be challenging for everyone, regardless of background, culture, or social status. This is called "decision fatigue." When faced with too many options, our minds and bodies can go into a "fight, flight, or freeze" mode, leading us to avoid making a choice, pass the responsibility to others, or act impulsively without considering all the relevant factors. Our brains are exposed to an overwhelming number of decisions daily, with estimates as high as 60,000. To cope with this, our minds have developed neural shortcuts called heuristics. These heuristics help us save time and avoid decision fatigue by associating concepts, actions, and outcomes over time.
When faced with small decisions, it's reasonable to react quickly. However, more significant decisions or ones with greater risk can lead to overstimulation or overwhelm. It is a common experience for individuals who identify as Neurodivergent, which accounts for as many as 20% of Americans, according to the National Institutes of Health in 2023. Neurodivergent individuals include those who live with ADHD, Dyslexia, Autism, and other similar conditions. I am Neurodivergent (ADHD and Dyscalculia), and have firsthand experience navigating the frustrations of Neurotypical people with how I make decisions.
Neurodiversity refers to the natural variations in human brain function, encompassing sociability, learning, attention, mood, and other neurological processes. Neurodivergent conditions, such as Attention Deficit Hyperactivity Disorder (ADHD), Autism Spectrum Disorder (ASD), and Dyslexia, are examples of such variations. Depending on the individual, these conditions can affect decision-making skills in different ways.
Some individuals who have ADHD may face challenges when it comes to making decisions stemming from difficulties with executive functioning that include organizing and prioritizing information. They may experience "analysis paralysis" or find it difficult to make choices when confronted with complex or overwhelming options. Additionally, they may struggle with decision fatigue.
Individuals with Autism Spectrum Disorder (ASD) may encounter challenges in the decision-making process. This can be attributed to their difficulties in social communication and comprehending social norms. They may find it hard to decode and react to social cues, thereby facing difficulty in making choices that align with their values and objectives.
People with dyslexia may struggle with decision-making due to difficulties with reading comprehension and processing speed. They may take longer to read and understand information, which can make it challenging to make timely decisions.
People who are Neurodivergent have distinct mental and emotional traits that may or may not allow us to conform to the expectations of Neurotypical individuals around us. Even though, in recent years, the visibility and comprehension of Neurodiversity has increased in the United States, we still have a long way to go to ensure that Neurodivergent individuals feel included in all aspects of civic, social, academic, and economic life.
Creating Neuro-inclusive cultures is often hindered by the expectation that individuals must make quick, snap decisions. This expectation is driven by the pressure to think "on one's feet" or to demonstrate "good judgment," which are social concepts that align with Neurotypical notions of "common sense." However, these expectations can alienate Neurodivergent individuals who typically benefit from non-linear, collaborative, and flexible modes of communication, idea generation, decision-making, and processing.
It's common in American culture, especially in workplaces, to rely on the neurotypical way of making decisions as the default method. However, this approach is biased towards neurotypical individuals and can disadvantage those who do not fall under the same category. As a result, the decision-making processes need to be more inclusive to ensure fairness for everyone involved.
It's worth noting that just because something has become a norm doesn't mean it's normal. Neurodivergent individuals are inherently natural because we come from nature, just like neurotypical individuals. Therefore, our ways of thinking, interacting, and being are not inherently problematic or deviant. The issue lies in how society and our physical and social surroundings assign value to our speech, behavior, and thoughts. The problem isn't with how we are but how we are perceived.
Community leaders who want to create a Neuro-inclusive culture need to first study and identify the norms of their existing culture. This involves expressing how decisions are made, how people think, how value is assigned, and other aspects. When we name the norm, we become more aware of how to change it to be accessible to everyone. In my experience, once this process is started, it usually opens the door for other populations to advocate for accessibility.
To help community leaders promote a more neuro-inclusive way of decision-making, I have designed a simple resource called the "Strategy Slide." This image illustrates three key factors that shape a decision or strategy. These factors are the Spirit, the Space, and the Specifics of a particular context, time, and situation.
Let’s explore these three factors in more detail. In decision-making, Space denotes the different factors that make up the context. These factors include power dynamics, age, identity, familiarity, culture, context, time constraints, and even laws, which all contribute to the shape of the context. The context's shape is one reason we may feel more inclined to assist an elderly person with carrying groceries but not a younger person.
I find it illustrative to think of “Space” as a push factor. It’s popular to think of decisions as the result of a combination of push and pull factors. Let’s say we’re out hiking in the woods, and we lose our way. As night falls and the cold creeps in, we are pushed to seek shelter, safety, and warmth by the realities of this environment or space. Let’s turn to the next consideration.
By "Spirit," I’m referring to the emotions, way of being, and energy we want our strategy or decision to generate. Another way of thinking about this spirit is to tie the concept to a pull factor or our motivations. For instance, if we need to decide how to respond to a friend who has shared good news, we would consider how our response would affect them. If we want to share their excitement, we would reply with "That's great!" or "You go!" If we want to dampen their positivity, we would dismiss, distract, or devalue their achievement.
Lastly, Specifics refer to the various tactics, actions, language, and other ways of delivering a message or communicating. It can be the choice between sending a text, calling, or meeting in person. It can be the decision between writing a handwritten letter or sending an email. Even the choice of language used can fall under the category of specifics.
This model prioritizes the Space as it shapes our expectations and motivations or our Spirit. Spirit is the next consideration as it motivates our actions, and lastly, we consider the Specifics that are appropriate for the situation. Once we identify a few specific actions as building blocks for our strategy, we are in a good position to connect them to form a plan that encapsulates the best course of action to attain our aims. The Strategy Slide is a quick and easy way of understanding the relationships between our environment, our intrinsic and external motivations, the options at our disposal, and the actions we end up going with. When you or a team is having difficulty understanding why someone did something or why a plan didn’t work out, it’s helpful to reference the strategy slide.
