Fresh research suggests our bias for action is emotional, not rational.

An article by Patricia Cohen in the New York Times “Business Day” section on March 1st, reporting on a study made by economist Ofer H. Azar at Ben-Gurion University of Negev in Israel, adds another dimension to the topic of the last article I wrote for Lifehack.org.

In what I wrote then, I wondered whether our culture’s emphasis on getting things done — preferring action over time for thought or waiting to allow events to unfold further — was anything more than fashion. Now, it seems, there’s evidence that this tendency to want to do something is neither as practical, nor as rational, as you may think.

How people make high-stakes decisions

Mr. Azar is interested in a topic much in vogue with contemporary economists: how investors make high-stakes decisions. In classical economics, people are assumed to make rational, independent choices based on self-interest. It’s an assumption that makes for neatness, but it appears to be wide of the mark.

Rather than construct some artificial experiment, Azar decided to study professional soccer goalkeepers and how they deal with the toughest, highest-stakes decision they are forced to make on a regular basis: how to act to stop a penalty kick at goal.

Faced with a player sending the ball towards them at 80 m.p.h. or more, the goalkeeper has only a fraction of a second to decide how to block the shot. It’s a fearful challenge: 4 out of 5 penalty kicks score a goal.

By analyzing data on more than 300 kicks, the researchers calculated the action most likely to prevent a goal being scored. Surprisingly, it is standing in the center of the goal and doing nothing until the trajectory of the ball can be seen. This resulted in a 1 in 3 success rate — far higher than the average.

Fearing censure more than failure

The researchers suggest that the answer lies in the goalkeepers’ emotions and the response they meet from others after failing. By taking action — even if it’s neither rational nor likely to be successful — they can at least be seen to have done something.

If they stand and wait until the ball is kicked and then fail to stop it, they feel worse because of their inaction; and others are far more likely to criticize them for not appearing even to try. It’s better to try a poor action than try a better — but seemingly passive — response if both fail; even though the “inactive” response is more rational and based on a better likelihood of success.

Others value action, even when it’s wrong

In today’s business world, action is preferred over the alternatives and is more likely to result in forgiveness when a mistake is made. You can always say that you tried. The person who does nothing is doubly damned: once for the mistake and again for not “doing something.”

This urge to action — to get things done — is more emotional than rational. “Wait and see” risks your credibility and reputation, even where it can be shown to be the optimal course.

“Wait and see” may serve you better than anything you can do right away

Few, if any, business or career decisions must be made as instantly as a goalkeeper reacting to a penalty kick; all are more complex and dependent on the way external events turn out. Yet managers still face this constant urge to act, even when waiting to see what else may happen can be shown to improve the chances of success.

It’s interesting that Warren Buffett, probably the world’s most famous and most successful investor, is famous for his inaction. He has even been known to apologize to shareholders in his company, telling them that profits would have been higher if he had spent his time in total idleness, instead of acting to invest their money. Looking to the long term, he ignores short-term ups and downs and simply waits to see what will happen.

If you think about it, doing nothing is often the right thing to do. Jumping into any action before all the facts are in, or failing to allow events to unfold before fixing on a way to interpret them, is both foolish and irrational. That’s why slowing down can be so powerful in helping you to reach success; you’re less likely to make avoidable errors.

Organizational and career implications

Given our strong cultural bias towards action — almost any action — it’s not surprising organizations are filled with people who would far rather do anything than wait on events — even though this would increase the chances that whatever action they choose in the end — even if it remains to do nothing — will be a success. Few decisions in the world of work are made rationally or objectively, especially when emotions from triumph and elation to shame and humiliation are tied up in the outcome.

Still, the next time you feel that you really ought to get something done, it might be sensible to wonder what is urging you forward. Is it really the rational need to produce an outcome, based on a clear grasp of what is needed; or is it that nagging voice that tells you waiting any longer will leave you open to the charge that you didn’t even try?