我們都知道在發展創新期限會有好處，例如可以幫助我們專注嗎，讓我們的斯卡更尖銳，對嗎？
不一定哦。
最近的腦神經研究顯示，在多數的情況下，設定期限，並不能真正因為增加壓力而讓我們更在乎時間時間緊急性而讓我們因為更專心而提高了解決問題的能力。相對的，我們卻因此而腦筋活動卡住了，而不能真正解決問題。
工作期限並不會因此而消失，尤其是在一切工作都是要求超速度發展的態勢下。但是，研究人員發現我們可以不必那麼死腦筋。我們可以不必那麼辛苦思考但是我們可以用不同的方式思考。例如，我們可以偶爾暫停一下，問自己：“如果…萬一…”用一些時間思考是否可以有次佳方案。或者換個角度思考，例如：“我們的競爭對手會如何解決這個問題？”
恐懼和不確定讓事情更糟
這並不意外。而我們關切恐懼和不確定會讓我們做決策的品質變差。但是，會讓我們決策品質差的主因通常不是恐懼和不確定的氛圍與事實，而是我們說不出口的態度和假設。
若是我們問人們對於不確定的看法，多數人會認為有些不好的事情將會發生。當我們面臨沒有足夠資訊（不確定）時，許多人的回應是什麼決定都不做，這樣不作為的傷害，和做出壞決策，是一樣糟糕的。
我們如何避免這樣的腦印象？
我們多數人處于在不確定的情況下傾向于不做出決定。讓我們將情況轉換一個觀點，看成是正面發展機會的曙光。最重要的，要理解一個決策并不是永遠的。
如果你作出了一個壞決策，你永遠有機會糾正。事實上，即使你做了好的決策，市場還是變化的很快，需要你做出及時的因應。
因此，我們建議你每季檢討你的策略計劃，最好每月都做檢討。你在日常工作檢討的愈頻繁，你愈有機會避免被你的腦印象拖住你。
培養好情緒
多數的人會認為做決策是冷酷的、邏輯性、理性的過程，尤其是在商業世界里。事實上，我們多數的人會敬仰能夠基於事實來做關鍵決策的人。我們也比較信任基於實際資料，而非基於未經證實的假設或基於個人愛惡情緒做決策的人。這是事實。
然而我們也發現好的決策品質經常是出自與決策者的情緒而非是否合理、合乎邏輯。我們發現，雖然他也會咨詢各種管理分析數據，但是他腦子裡已經有了偏好。他會有意無意地強化支持他偏好的決策理由，做好這樣的決策計劃、採取因應的行動。他會經由社交互動，熱情地激發別人對他的偏好支持。因為經過比較多的激勵與思考，人民因而提高了信心，因而他贏得了比較多的決策支持。
因此，好的決策經常是“獲得較多認識與感覺的策略，而非邏輯而理性的策略。”
這給了我們一些建議：
改變觀點的能力，和重視分析資料與邏輯演繹的能力，是一樣重要的。重視社交思考，以別人的眼光來看世界，是領導者的重要技巧。而光是認知這樣的技巧是不夠的，我們必須會主動運用它們。我們必須刻意的去詢問別人的觀點、意見、與構想，無論這些想法是否與自己的想法一致。否則，我們會陷入我們狹隘眼光的陷阱，成為恐懼、擔心、邏輯和無休止的期限的受害者。
It's dangerous to set deadlines for innovation decision makers
We all know that there are benefits in developing innovation deadlines, such as helping us focus, sharpen our thinking, right?
Not necessarily.
Recent brain neurological studies have shown that in most cases, setting deadlines does not really make us more concerned about time and urgency because of increased stress and improve our ability to solve problems because of greater concentration. In contrast, we get stuck in our brains and can't really solve the problem.
The duration of work will not disappear, especially in a situation where all work is required to develop at a super speed. But researchers have found that we don't have to think like that. We don't have to think that hard, but we can think in different ways. For example, we can pause occasionally and ask ourselves, "If ... In case of... " Take some time to think about whether there is a good solution. Or think differently, for example, "How will our competitors solve this problem?"
Fear and uncertainty make things worse
This is no surprise. We are concerned that fear and uncertainty can make our decision-making worse. However, the main reason for our poor decision-making quality is not the atmosphere and facts of fear and uncertainty, but the attitude and hypothesis that we can not say.
If we ask people about uncertainties, most people think that something bad will happen. When we are confronted with insufficient information (uncertainty), many people respond by not making any decisions. The harm of inaction is as bad as making bad decisions.
How can we avoid such a mental impression?
Most of us tend not to make decisions in uncertain situations. Let's turn the situation into a point of view and see it as the dawn of positive development opportunities. Most importantly, understand that a decision is not permanent.
If you make a bad decision, you will always have a chance to correct it. In fact, even if you make good decisions, the market is changing very quickly, and you need to respond in a timely manner.
Therefore, we recommend that you review your strategic plan quarterly, preferably monthly. The more frequently you review your daily work, the more chance you have to avoid being dragged by your impressions.
Develop good mood
Most people think that decision-making is a cold, logical and rational process, especially in the business world. In fact, most of us admire people who can make key decisions based on facts. We also trust people who make decisions based on factual data rather than on unsubstantiated assumptions or personal preferences. This is a fact.
However, we also find that good decision-making quality often comes from the emotions of decision-makers rather than whether it is reasonable and logical. We found that although he also consulted various management analysis data, he already had preferences in his mind. He intentionally or unconsciously strengthens the reasons for his preferences, makes such decision plans and takes corresponding actions. Through social interaction, he enthusiastically stimulates support for his preferences. Because after more incentives and thinking, the people have increased their confidence, so he has won more decision-making support.
Therefore, good decision-making is often a "strategy to gain more knowledge and feelings, rather than a logical and rational strategy."
This gives us some suggestions:
The ability to change opinions is as important as the ability to analyse data and deduce logic. Emphasizing social thinking and looking at the world from the perspective of others is an important skill for leaders. Cognition alone is not enough. We must take the initiative to use them. We must deliberately ask other people's opinions, opinions, and ideas, whether they are in line with our own ideas or not. Otherwise, we will fall into the trap of our narrow vision and become victims of fear, fear, logic and endless deadlines.
