What is the difference between sharing information and giving advice

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The result is overconfidence and a tendency to default to solo decision making on the basis of prior knowledge and assumptions. Or they do it when they have lurking doubts about a solution but dread the time and effort it would take to do better. Sometimes knowingly, sometimes not, decision makers stack the deck by turning to like-minded advisers. In a study of CEOs, for example, those at companies with poor financial performance measured by market-to-book value were more likely than those at high-performing ones to seek advice from executives in the same industry and with a similar functional background.

The result was limited strategic change—less product-market and geographic diversification. Though friendship, accessibility, and nonthreatening personalities all impart high levels of comfort and trust, they have no relation to the quality or thoughtfulness of the advice.

Seekers also fail to think creatively enough about the expertise they need—which fields might bring valuable insight, who has solved a similar problem before, whose knowledge is most relevant, whose experience is the best fit—or cast a wide enough net to find it.

Kennedy made leading up to the Bay of Pigs invasion. Seekers frequently have trouble reaching a mutual understanding with their advisers—sometimes because of imprecise or ineffective communication, and sometimes because of cognitive or emotional blinders. When communicating ineffectively, they may tell a lengthy, blow-by-blow story that causes listeners to tune out, lose focus, and perhaps misidentify the core of the problem that needs solving.

Or they may omit details that reflect badly on them but are central to seeing the big picture. Once seekers have advice in hand, their most common mistake is to undervalue or dismiss it.

Over time, discounting advice can damage important relationships. HBR: How would you describe your advising style? Lee: I try to understand what the other person faces and provide guidance that makes sense from that perspective. Our advice has to work for them as well as for the institution. Mentoring is the most important kind of advising, in my view.

You have to really get to know the person. What do you look for in an adviser? Someone who is open and candid. Someone who gives advice that people can act on. I advise clients. I also advise folks about their careers.

A lot depends on the circumstances a person faces. Listening is a big theme in this article—but how do you home in on the right details? At times the conversation has to be guided. The hardest thing to resist is simply cutting off a wandering narrative and giving the advice. What were some of your toughest experiences?

About 25 years ago I was the lead trial lawyer in a major case. My second chair was younger, a fine lawyer and a great person. We worked well together. When he came up for partner, we both knew that the decision was largely up to me. Over lunch one day, we talked openly about it. He went somewhere else and really thrived there. Individuals in powerful positions are the worst offenders. According to one experimental study, they feel competitive when they receive advice from experts, which inflates their confidence and leads them to dismiss what the experts are telling them.

High-power participants in the study ignored almost two-thirds of the advice they received. Other participants the control and low-power groups ignored advice about half as often. Most seekers who accept advice have trouble distinguishing the good from the bad. Experimental studies show that neither indicates poor quality. And they fail to compensate sufficiently for distorted advice that stems from conflicts of interest, even when their advisers have acknowledged the conflicts and the potential for self-serving motives.

That stands to reason. It can give them an ego boost in the short run—but at a significant cost. People who liberally offer baseless advice quickly lose credibility and influence in their organizations.

Advisers must gather intelligence to develop a clearer picture of the problem to be solved. Second, they sometimes forget that seekers are self-interested parties who may—deliberately or not—present partial or biased accounts. I absolutely love music and managing the International business for a truly game-changing company has been a dream come true. Previous Post. Next Post. Your relative can decide what information they would like their NR and relatives to know. Patients are encouraged to agree to their information being shared.

This means that their carers, friends and relatives can be kept informed. To try and stop any problems with confidentiality in the future, you could speak to your relative. You can talk about why it would be good to share information with you. There are examples in the previous sections on this page. For example, they might be happy for information about their diagnosis to be shared, but not their treatment plan.

Ask them what they would feel comfortable to share. It may be helpful if your relative writes down their consent on a form.

Your relative will need to have mental capacity when they fill out the form. Mental capacity means someone understands the decision they are making. Someone can have mental capacity when they are unwell in hospital.

Your relative should ask healthcare staff to put a note at the front of their care plan or medical records. This is so that professionals know about the consent form and know what information they can share. You can find an example consent form by clicking and downloading the factsheet using the link at the top of the page.

Your relative could fill out an advance statement to explain what they would like to happen in the future if they become unwell. Sometimes people can lose the ability to make a decision for themselves when they are unwell. This is called lacking mental capacity. An advance statement can explain what they would like professionals to share with you or other people. You might find it difficult to get information from professionals even when your relative has given consent.

If this happens, you should speak to the professional involved. You should find out their reasons for not sharing information.

You can ask for a copy of the local policy on information sharing and confidentiality. You will be able to see if they have followed their policy correctly. You might be able to get some help making a complaint from an NHS complaints advocate. You can find your local service online.

Or you can contact us, and we can find it for you. Donate Search Menu. About us About us. See our contacts page Looking to contact us? Covid support.