Tendency To Act: You Are Addicted To Doing Something

Humans have the tendency to want to do something. It’s an inclination to act, demonstrate value, or intervene, known as the boredom syndrome. Understanding the urge sheds light into why we find it so difficult to stop and do nothing. Even in situations where action is not imperative, we feel discomfort when we are in a state of perceived inactivity. We then try to cope with it. The primary way is inventing problems to solve. Thus we do for the sake of doing. It’s why people’s to-do lists sometimes get longer as opposed to shorter at the end of the day.

People favor action over inaction because it gives a sense of control and engagement. This applies to situations where inaction is wiser or more effective. Picture the manager who makes snap decisions when waiting for slightly more data could yield a better strategy. When we face a lack of stimulation, we act to avoid boredom. The concept can even manifest in sports. Players might take stupid shots and make ill-advised plays just to feel part of the game. They feel more influential that way. Like they are exerting change on the environment. It’s an attempt at demonstrating value through contribution.

The tendency to act is only stronger in our culture where “activity” equates to “productivity” and “value” in people’s minds. Hence we find employees engaging in busywork or redundant tasks at work simply to appear busy. The activities, of course, do not add real value. Sometimes they can harm. Acting unnecessarily can disrupt systems, waste resources, and exacerbate problems. Take the situation of a financial trader. If the investor makes impulsive trades, they could lose big. Often its better to do absolutely nothing.

Perhaps the worst part is how omnipresent this bias is. Politicians don’t act on issues such as global warming. But they want to appear to do so. So they make statements and minor proposals that don’t bring about impactful change. Medical professionals have the predisposition to intervene. Even if not treating the issue or seeking a diagnosis is the better option. Patients do it themselves, too: when presented with an option to just rest or take medicine, most would prefer taking the prescription, in spite of being warned of the possible side effects.

Real-life examples of boredom syndrome:

• Corporate Decisions: a company faces a minor operational glitch. Leadership immediately initiates a full-scale reorganization. Instead of letting the issue resolve naturally, the unnecessary intervention creates confusion, disrupts workflow, and maybe gets to the point of panic.

• Sports Strategy: in a soccer match, a player takes a risky shot when the team is ahead. They are driven by the need to appear proactive. The shot disrupts team play. Opponents counterattack. Perhaps they even make a comeback and the win is jeopardized. Well, at least that one player felt important for a minute or two.

• Day-to-day Decisions: an individual frequently rearranges their schedule, routine, or personal habits in an attempt to be productive. Constant changes prevent the establishment of a stable routine. This makes them inefficient. Stress is amplified by instability.

• Government Policy: a government introduces a series of quick fixes in response to a minor economic downturn. Underlying structural issues go ignored. The short-term actions equate to patchwork. Maybe there is temporary activity but no sustainable economic recovery is reached.

How you can use the tendency to act as a mental model: (1) stop yourself — before you act, ask whether intervention is really necessary or if waiting would yield better results (e.g. by trying a cooling off period between decisions and purchases to mitigate impulsivity); (2) adjust your aim — concentrate on actions that have a demonstrable impact, rather than those that simply satisfy your urge to act; (3) don’t shoot — develop a mindset that values strategic patience, since there are many situations where doing nothing is the best decision; (4) show everyone how its done — encourage a culture where decisions are slower and more impact-based rather than driven by a reflexive need to do something; (5) look back and laugh — reflect on instances where the action bias led you to do things that generated no value or harmed you.