"Think Different" Decision Making
- Rick Cramblet
- May 5
- 5 min read
Updated: May 5
Understanding how your team can
more effectively make decisions - together
One of the most famous advertising efforts in recent history was Apple's "Think Different" campaign. Launched in 1997, the campaign was anchored by the memorable “Crazy Ones” spot which celebrates some of the world’s time-honored visionaries like Albert Einstein, Thomas Edison, Gandhi, Pablo Picasso and a dozen more. “Here’s to the crazy ones … the ones who see things differently”.
I loved those ads, probably because I have been a hard-core "Apple person" since I bought my first Macintosh SE/30 in 1989 - featuring a 1.44 MB SuperDrive floppy and optional 80 MB SCSI hard drive. The spectacular built-in 9-inch monochrome CRT displayed up to 640x480 pixels (1-bit color) ... I was in heaven!
At the same time, the admonition to "Think Different" had a ring to it - isn't it a good thing to work with people who see things from a different perspective? We all "know" the answer is yes, but working with people who "Think Different" can be a very frustrating experience ...
“If we all think alike, then no one is thinking.” - Walter Lippmann
Using the language of the Adizes Organizational Lifecycle Methodology, there are 4 types of roles that must be present at all times in every organization for it to succeed.
Producer - Administrator - Entrepreneur - Integrator
The four roles are described as follows:
P - Producer (Performing): Focuses on achieving results and meeting immediate goals. Producers are task-oriented, emphasize efficiency, and ask "What needs to be done?" They ensure the organization delivers on its commitments.
A - Administrator (Administering): Concentrates on systematizing processes and maintaining order. Administrators are detail-oriented, value procedures and controls, and ask "How should it be done?" They ensure the organization runs smoothly and efficiently.
E - Entrepreneur (Entrepreneuring): Drives innovation and long-term vision. Entrepreneurs are creative, take risks, and ask "Why are we doing this?" and "What should we be doing instead?" They ensure the organization adapts and grows.
I - Integrator (Integrating): Builds consensus and maintains team cohesion. Integrators focus on people and relationships, facilitate collaboration, and ask "Who should do it?" They ensure the organization works together harmoniously.
In the real world, working with people who "Think Different" can be very difficult because it creates challenges in every aspect of making decisions. Each of the PAEI roles approaches the decision making process from a very different perspective. On a team that is tasked with coming up with a decision - this is how each of the 4 roles will approach the situation:
Producer (P) Roles:
They want to make decisions "fast" - because then we can do something now!
They are most concerned about the specifics, the details - the "local" perspective
They like structure, because you can measure things that are structured
They focus on the results, not so much on the process
Administrator (A) Roles:
They are more methodical decision makers - slow down and do it right the first time!
They are most concerned about the specifics, the details - the "local" perspective (too)
They like structure, because that's how you build systems and processes that last
They focus on processes, results will ultimately happen if you have great processes
Entrepreneur (E) Roles:
They want to make decisions "fast" too - because then we change things quicker!
They are most concerned about the "big picture", the details will work themselves out
They are unstructured in their approach - they ask "why not?" instead of "why?"
They focus on the results - why not more? Why not bigger & better?
Integrator (I) Roles:
They want to make decisions "slow" - people are involved, so what are the implications?
They think about big ideas like teamwork, resolving conflicts, a great work environment
They are less structured - let's build a great team, not a great set of procedures
They focus on the inputs that will build long term organizational "health", not just results
Decision Making With People Who "Think Different"
Because we think differently, we will approach decisions differently (see above) and that can turn the decision making process into a painful experience. At the same time, if all of the PAEI roles are not represented while making decisions, chances are great that something important will be missed. Rather than curse the alternate perspectives our "Think Different" team members bring to the table - here are some practical suggestions to make them beneficial to great decisions:
Sequence the Conversation by Role
1) "E" goes first - What's the vision/opportunity?
2) "P" goes next - What needs to happen right now to make it real?
3) "A" follows - What are the rules, risks, and constraints?
4) "I" goes last - Who needs to be on board, and how do we get there?
Separate Problem Definition from Solution Generation: High "P" and high "A" types often want to jump to execution or risk-mitigation before the problem is fully framed. Slow that down. Make sure everyone agrees on what is being decided before debating how.
Establish Decision Rights in Advance: Conflict often comes not from disagreement but from uncertainty about who has final say. Clarify this upfront: Is this a consensus decision? Consultative? Executive? PAEI teams will burn a lot of energy fighting over a decision process unless that is clearly defined.
Use a Structured Proposal Format: Require that any major decision comes to the table with a brief written framing - problem, proposed solution, risks considered, resources needed. This forces the "P's" to think ahead, gives "A's" something concrete to react to, gives "E's" a frame to challenge or expand, and lets "I's" see how it lands with the group.
Protect Minority Perspectives: High "I" facilitators can inadvertently smooth over real "A" or "P" concerns in the name of harmony. Build in explicit space for dissent - "Before we close, what's the strongest argument against this?"
Time-box the Discussion: "E's" have a "gift" and can expand a conversation indefinitely. "P's" get impatient quickly and can "check out" of the process. Set a clear end-time for deliberation, even if the decision itself is deferred.
Name the Tension, Not the Person: When things get stuck, redirect to the functional tension: "It sounds like we have a "P"-"A" tension here — we need speed but we also need compliance. Let's solve for both." This keeps it professional and productive.
The underlying principle is that the goal isn't eliminating decision making conflict — it's making the inevitable conflict constructive. A well-functioning PAEI team that "disagrees well" will consistently outperform a homogeneous team that agrees easily.
Do topics like this cause frustration? Could you use someone to help you work through your team's roles and their alignment? Starting a business is difficult, growing it into a long term success is even more difficult. The elite in every field or discipline have coaches to advise and guide them to their peak performance - do you?
If this post has made you think "Maybe we could use some help in these areas" - please reach out for a free, no obligation initial consultation.
Thank you for investing your time to read this - let's make the future a better place to be!
Contact me at rickcramblet@brite.consulting or (231) 577-9138
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