A632.1.4.RB_MedleyKim_In the Flow

In the Flow

            Dan Gilbert, during a presentation before TEDGlobal (2005), states humans find difficulty in applying Bernoulli’s gift, “How To Do Exactly the Right Thing at All Possible Times”, as we are prone to make mistakes with both estimating odds and value. Hoch, Kunreuther, and Gunther (2001) observe that once odds and values are known, a straightforward, mathematical approach, known as “dynamic processing”, can be applied to know the expected value of decisions made (p. 42). Unfortunately, as Hoch et al. (2001) note, “total utility or value in not always so linear”; and, because of this, humans more often than not rely on past experiences, past solutions, and emotions when making decisions about new problems (p. 43). Suppose a student was faced with the decision of accepting a scholarship award and having it applied to a course taken during a normal semester whereby the student loan award would be reduced by the scholarship award, or, taking an additional course, outside of the normal semesters, so the student could realize a disbursement as a result of the balance remaining between the scholarship award and the total tuition. What would be the optimal decision?

            By looking at the formula presented by Hoch et al. (2001) “” wherein “V” is the value gained by either the potential reduction in student loan or the instant gratification of a disbursement of $200.00; in all probability, the decision that should have been made would be that of applying the scholarship award to a course offered during January, March, August, or October, standard semesters rather than taking on an additional course only to realize a relatively small return (p. 41). Gilbert quickly and correctly points out the flaw when the decision that should have been chosen is not; it is an error in value (TEDGlobal, 2005).

            Having forgotten that which Krogerus and Tschäppeler (2012) term as “The Flow Model”, that which makes us happy, this student cast aside the more relaxed environment of working towards a Master’s degree, one course, one semester at a time in favor of picking up another course and receiving a $200 disbursement (p. 46). Using Brodie’s (2007) steps, I defined the problem, considered the implications of my decision, looked at different viewpoints, invited feedback from others, understood what I wanted to achieve, weighed pros and cons, and finally pulled the trigger and acted. Taking another course, while half-way finished with the October semester course brings me one class closer to completing my degree work and I am reimbursed for the difference in tuition and scholarship award. Some may see this as a relatively small reward given the added workload that will come with two courses; however, happiness, as defined by Csikszentmihalyi, “occurs when we are: intensely focused on an activity of our own choosing, that is neither under-challenging (boreout) nor over-challenging (burnout), that has a clear objective, and that receives immediate feedback” (Krogerus & Tschäppeler, 2012, p. 46). I did not agonize over the decision neither did I make the decision just for the sake of getting it done. I looked at what my future holds, a run for political office, and realized I may have to set aside my scholastic goals next year in order to attend events and run an effective campaign. By adding to my school schedule now, even if it means my calm environment is disturbed for a few weeks, I will not have lost any ground in pursuit of my Master’s degree. As Csikszentmihalyi notes, those “in the flow… lose track of time and forget themselves completely because they are so immersed in what they are doing” (Krogerus & Tschäppeler, 2012, p. 46). Here’s to becoming immersed “in the flow” (Krogerus & Tschäppeler, 2012, p. 46).

References

Brodie, D. (2007, Nov. 5). 6 Steps to Better Decision Making. Ezinearticles.com. Retrieved

            from http://ezinearticles.com/?6-Steps-to-Better-Decision-Making&id=817450

Hoch, S.J., Kunreuther, H.C., & Gunther, R.E. (2001). Wharton on Making Decisions.

            Hoboken, NJ: John Wiley & Sons, Inc.

Krogerus, M., & Tschäppeler, R. (2012). The Decision Book: 50 Models for Strategic

            Thinking. New York, NY: W.W. Norton & Company.

TEDGlobal. (2005). Dan Gilbert: Why we make bad decisions. [Video file]. Retrieved from

            http://www.ted.com/talks/dan_gilbert_researches_happiness#t-1480