How to Have a Good Day: Harness the Power of Behavioral Science to Transform Your Working Life pdfdrive com

Devil’s Advocate
It’s not always easy to challenge our own assumptions. We know we have blind
spots but, by definition, we don’t know exactly what they are. So when we’re
making important decisions, it’s helpful to ask a devil’s advocate to test our
reasoning.
Think of someone you respect but who tends to approach things differently
than you do, perhaps because of their personality or experience. Maybe
you’ve even disagreed with them in the past. (Think of more than one person
who fits the bill, if you can.)
Ask your devil’s advocate(s) about the situation:
• What do they see differently than you do? What do they think you’re
missing?
• What assumptions would they challenge in your thinking?
• What advice would they give you?
Side note:
If you can’t have a live conversation with them, you can still
benefit from imagining their answers to those questions; it’s strangely easier
to see holes in our arguments when we put ourselves in someone else’s shoes.
Just take five minutes to write what you’d imagine each devil’s advocate
would say to you about the issue at hand.
Now suppose there’s a good chance they’re right. What information should
you seek out, to make a better decision?
Attendees at the 2013 annual meeting of Warren Buffett’s company,
Berkshire Hathaway, got to see a live demonstration of this devil’s advocate

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approach. Buffett is well versed in the behavioral science of cognitive shortcuts,
so he’s always looking for ways to seek out what he calls “discordant
information” that will challenge his assumptions. On this occasion, he invited
Doug Kass—a vocal critic of his firm’s investment approach—to ask him tough
questions in front of the whole audience. Kass confronted Buffett about
Berkshire Hathaway’s investment strategy, governance, and succession
planning, while Buffett parried amiably.
Luckily, you don’t have to do this in public to reap the benefits. Nayan often
gets his devil’s advocate perspectives from informal conversations with people
around him. “I work in a fast-changing environment, so I often find it helpful to
run my thinking past other people to make sure I’ve seen all the angles.” Nayan
doesn’t just turn to senior people, either. “I have a young colleague who is
always three steps ahead of me on technology issues. I like talking to him about
my work even when it’s not directly connected with his field, because I’ve
noticed he always challenges and shifts my thinking. He asks good questions.”