A continuing practice of reading good therapists is an immeasurably useful way of gaining confidence in your work. For this book I read Jung, Hillman, Winnicott, Laing, Rogers, and Yalom. I restore my skills by consulting books and videos by Rollo May, Fritz Perls, John Tarrant, Ronald Schenk, Robert Sardello, D. W. Winnicott, Rafael López-Pedraza, Patricia Berry, David L. Miller, John Moriarty, and Nor Hall. I keep certain spiritual books at hand: Zen Mind, Beginner’s Mind, Tao Te Ching, Black Elk Speaks, Upanishads, Sufi poetry, Jane Hirshfield’s Women in Praise of the Sacred, and my own translation of the gospels. This is a partial list. I could add many poets and writers of fiction.

Later—much later—I read Shunryū Suzuki’s Zen Mind, Beginner’s Mind and realized that coming back to the beginner’s mind is a do-over. “If I allow myself,” I tell Andrew, “then I can have an infinite number of doovers.” I explained that we can always return to what is, what is really happening, what is truly present.

What does this research tell us? First, that we love having options (“Whoa! Twenty-four jams?! Let’s check this out!!”), and, second, that we can’t deal with too many of them (“Um...so many...can’t decide; let’s go get some cheese”). In fact, most minds can choose effectively between only three to five options. If we’re faced with more than that, our ability to make a choice begins to wane—many more than that and our ability to choose completely freezes. It’s just the way our brains are wired. We’re attracted to having alternatives, and our modern culture almost idolizes options for their own sake. Get lots of options! Keep your options open! Don’t get locked in! We hear this sort of thinking all the time, and it seems to make sense, but there absolutely can be too much of this good option thing. When you toss in the Internet and the fact that we can now be made aware of seemingly every idea and activity on the planet after a subsecond Google search, most of us are suffering a pandemic attack of too many options.

The key is to reframe your idea of options by realizing that if you have too many options, you actually have none at all. If you get frozen in front of your daunting list of possibilities, then, in fact, you have no options. Remember that options only actually create value in your life when they are chosen and realized. We often teach our students that when an option grows up it becomes a choice. So, when you’ve got twenty-four jam options, you actually have zero options. Once you understand that, in choice making, twenty-four equals zero (and, boy, is it hard to believe when you love your options and worked so hard to find and come up with them), then you are free to take the next step: narrowing down.

A good friend had lent me some books several years earlier, which I had never opened because they looked difficult. He’d said at the time that there was only one really good treatment of the importance of information and feedback in social sciences, and that it was a shame that it had never caught on. I reached up to the top shelf and pulled down the first volume that my hand landed on. It was called Brain of the Firm, by Stafford Beer.

Micheal Jackson’s Creative Problem Solving (John Wiley, 1991) is probably the one read if you really fancy having a go at applying management cybernetics to a real-world consulting assignment, although many friends swear by The Fractal Organization by Patrick Hoverstadt (John Wiley, 2011). Of course, Eden Medina’s Cybernetic Revolutionaries (MIT Press, 2011) is the definitive account of what really happened in Chile.