In a world where work-life balance seems like a quaint anachronism, most of us have to find every possible efficiency just to get our jobs done—especially when working on difficult tasks that require multiple rounds of revision: detailed reports, complicated analyses, complex pieces of software code. Though efficiencies on such tasks are often hard to come by, I’ve gradually learned to appreciate the relevance of an important lesson from negotiation research: the importance of trust.
Whereas negotiation research urges people to trust their counterparts, though, I’ve learned that complicated tasks make it equally important to trust myself! Indeed, I’ve come to realize that trusting myself—and especially the work I’ve already completed—can make even the hardest tasks more negotiable. Here’s hoping a short blog post can convince you too.
So imagine yourself working on a long and difficult task requiring multiple rounds of revision. A few lessons from the research on trust in negotiations that transfer to the inherent negotiations with yourself:
- Assume trustworthiness: Negotiators are advised to assume their counterpart is trustworthy, and thus give themselves at least a fighting chance of starting a virtuous cycle. Likewise, when you have to work and rework the same difficult document, you might want to assume that the you who typed the prior version was just as trustworthy as the you who’s reading it now. In other words, make the necessary corrections when you reread, but don’t spend an inordinate amount of time second-guessing yourself over minor judgment calls.
- Build trust over time: Even if they start with low levels of trust, negotiators are advised to intentionally build trust with their counterparts over time. Likewise, as you labor through numerous difficult professional tasks over the course of a career, try to give yourself increasing amounts of latitude each time. That is, cultivate an increasing appreciation for your own level of trustworthiness (see #1), trusting your initial intuitions more and more through time.
- Don’t do anything untrustworthy: Negotiators are advised to avoid doing anything that would destroy the trust of their counterparts. Likewise, as you build your trust with yourself (see #2), take care to avoid any actions that would undermine your subsequent self-trust—by typing an important document while sleepy or suffering the influence of strong emotions, for example. Trust only builds when people are consistently trustworthy.
- Incorporate any priors: Negotiators are always advised to incorporate any prior knowledge about their counterparts into their trust decisions. If a counterpart has lied before, chances are he hasn’t suddenly decided to reorganize his entire life around the categorical imperative. Likewise, if you increasingly trust yourself but start to identify some situations in which you yourself are not very trustworthy—sections of a document you know you struggle with, for example—distrust yourself enough to know that you’re going to have to focus your revision efforts there.
Over time, I’ve learned that trusting myself not only helps me complete high-quality tasks much more efficiently. It also feels a lot better than doubting myself constantly and redoing my own work for a negligible benefit and a considerable time cost.
How do you decide whether to trust your prior work?