Psychological Solutions in the workplace
Challenge the status quo and work on your creativity muscle.
By Ruth Valverde A.
A few weeks ago, I learned about this solution-seeking method when I read the best book about Creating unique and irresistible Products; $100M Offers by Alex Hormozi.
When we face an issue that’s pulling our attention, we tend to think logically to resolve the problem.
But the analytical solutions have, usually, been already tried because they’re logical (it’s what everyone would try and do).
The book’s author, Alex Hormozi, has a remarkable entrepreneurial career. He has created a gym empire and other profitable businesses that have generated $100M in revenue in 3 years. Alex encourages the readers to approach problems by finding psychological solutions rather than logical ones.
The problems we often face would have already been solved if there were a practical, easy-to-implement, logical solution to eliminate the pain within our budget. Therefore, we must exercise our analytical capabilities to overcome roadblocks through clever psychological solutions.
Here are a couple of examples of logical vs. psychological solutions.
SLOW ELEVATOR IN YOUR BUILDING.
Let’s say you own an old but well-maintained office or apartment building.
However, the elevator is working perfectly, but it is too slow already compared to the newest buildings in the neighborhood.
The logical solution would be to remove the old elevator and install a new one with the latest technology. Nevertheless, the cost of this change is too high for you to afford.
What could be a psychological solution?
Add mirrors in the elevator’s inner cabin walls, so people get distracted staring at themselves and forget how long they were on the elevator.
OLD LONDON SUBWAY.
A few years ago, the government of the UK faced a crucial dilemma. Their old but well-maintained subway was getting behind in speed terms compared to the subways in other similar nations.
The logical solution was to replace the old subway with a brand new, super-fast subway. However, this change implied tons of millions of pounds from the taxpayers.
What did they do instead?
They added dynamic screens with the routes into the subways cabins that indicate to the passengers where they were at the present moment and how long is left to arrive at the next stop.
This straightforward and cheaper solution lets users know when they will arrive at their destination. These informative screens eliminate the interminable anxiety of waiting without a clear expectation of how much time they must wait.
CHANNEL AND LOUIS VUITTON BAGS.
When business owners create gorgeous, quality products that do not generate enough sales, they think logically and lower the price to attract more buyers.
However, this will only disrepute their product. Having low prices will not make your business grow long term, nor will it provide you the means to improve quality and service to your customers. It is, in fact, detrimental to your brand.
The psychological solution could be to make fewer products and raise the prices to use the singularity factor in your favor.
When we see something pricey, we assume it must be due to superior quality.
You can play with this bias in your favor by pricing yourself above your competition, and obviously, ensuring you are offering a one-of-a-kind service or product. Unknown brands make something similar to attract customers. They add 1 or 2 extra years in their guarantee than the average quality brand names to attract buyers to their products. Most people naturally try and solve problems using logical solutions. But the analytical solutions have usually been tried…because they’re logical (it’s what everyone would try and do).As a valuable employee, business owner, and entrepreneur, I increasingly approach problems to find psychological solutions rather than logical ones. Because if there were a logical solution, it probably would have already been solved, thereby eliminating the pain. What means; all that’s left are the psychological solutions, most people do not focus on.
By Ruth Valverde A.
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