Coaching practices for And Then What
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For And Then What, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I tend to lock in on a decision the moment the first result looks good and just stop there, and I want to actually keep going
- My fear stops at a wall
- I’m betting on "this will happen and then that will follow," and the link between them feels airtight to me
- I make perfectly sensible plans but they sit there feeling optional, with no real fire behind them
- Someone brings me a problem and I grab their very first sentence and start solving it
Practices that may help
- Ask “and then what?” three times
Don’t stop at the first consequence — follow the chain at least two steps further.
Second-Order Thinking: And Then What? - Second-Order Thinking: And Then What?
Second-order thinking, a discipline associated with investor Howard Marks, means tracing the consequences of your consequences — asking "and then what?" past the immediate result to the reactions, side effects, and feedback that follow. It is a reasoning heuristic rather than a trial-tested intervention, but it counteracts the well-documented human bias toward judging a choice only by its first, most visible outcome. - Decatastrophize by following the fear to its logical endpoint
Ask "and then what?" repeatedly until the feared outcome is its actual size, not an imagined worst case.
Cognitive Restructuring: The CBT Method for Changing Unhelpful Thoughts - If–Then Planning, Made Practical
If–then plans (also called implementation intentions) specify in advance how you will respond to the specific situations that typically derail your goals: "If situation X occurs, then I will do Y." A meta-analysis of 94 studies found a medium-to-large effect on goal attainment — one of the most reliable single techniques in goal-setting research. - Red-team joint scenarios before betting on them
Before acting on a conjunction ("X will happen AND Y will follow"), assign a skeptic to attack the "and."
The Conjunction Fallacy — When "More Details" Feels More Likely - Combine mental contrasting with an if–then plan (MCII)
Fantasize about success, then vividly imagine the key obstacle, then write the if–then — the sequence matters.
If–Then Planning, Made Practical - Ask "And what else?"
The first answer is rarely the most important one — "And what else?" pulls out the one that actually matters.
The Coaching Habit: Seven Questions to Be More Coach-Like - Always ask what happens next after the obvious effect
For any decision, trace at least two steps of consequences before committing.
Mental Models: Charlie Munger’s Latticework Approach - End every AAR with one specific, time-bound next action
An AAR without a concrete next action produces insight without change.
After-Action Review: The US Army’s Tool for Continuous Learning - Close every informational interview with one forward step
End by asking: "Is there someone else you think I should talk to?"
Informational Interviews: Career Research That Builds Your Network
Related concerns
- First Who Then What Collins
Prioritize who is doing the work before deciding what to do.
Get the right people on the bus before setting direction
- If Then Reasoning
If–then plans (also called implementation intentions) specify in advance how you will respond to the specific situations that typically derail your goals: "If situation X occurs, then I will do Y." A meta-analysis of 94 studies found a medium-to-large effect on goal attainment — one of the most reliable single techniques in goal-setting research.
- And Then What Technique
The Feynman Technique is a four-step loop: pick a concept, explain it in plain language as if teaching a beginner, notice exactly where the explanation breaks down, and go back to fill those gaps. It works because explaining forces you to generate and retrieve the material, which exposes the difference between recognizing an idea and actually understanding it.
- Second Order Thinking And Then What As A Caregiver
Second-order thinking, a discipline associated with investor Howard Marks, means tracing the consequences of your consequences — asking "and then what?" past the immediate result to the reactions, side effects, and feedback that follow. It is a reasoning heuristic rather than a trial-tested intervention, but it counteracts the well-documented human bias toward judging a choice only by its first, most visible outcome.
- Second Order Thinking And Then What At Work
Second-order thinking, a discipline associated with investor Howard Marks, means tracing the consequences of your consequences — asking "and then what?" past the immediate result to the reactions, side effects, and feedback that follow. It is a reasoning heuristic rather than a trial-tested intervention, but it counteracts the well-documented human bias toward judging a choice only by its first, most visible outcome.
- Second Order Thinking And Then What In A New Job
Second-order thinking, a discipline associated with investor Howard Marks, means tracing the consequences of your consequences — asking "and then what?" past the immediate result to the reactions, side effects, and feedback that follow. It is a reasoning heuristic rather than a trial-tested intervention, but it counteracts the well-documented human bias toward judging a choice only by its first, most visible outcome.
Describe your situation in your own words to search the complete practice library.