The McDonald's Theory
Have you ever been in a group trying to decide where to eat, only to be met with silence or indecision? Enter the McDonald’s Theory—a simple yet effective way to get people thinking and making decisions. I heard of this some years ago. The idea is straightforward: when no one is suggesting anything, throw out an extreme option—like McDonald’s. Suddenly, everyone who was previously indifferent will jump in with better alternatives.
The brilliance of this approach lies in its ability to break indecision. When faced with a subpar choice, people instinctively try to “fix” the situation by offering superior alternatives. Without that initial provocation, the group might have remained stuck in decision paralysis.
This tactic isn’t just useful for choosing restaurants—it’s also an effective negotiation and brainstorming strategy. By introducing an extreme idea, you shift the discussion from passive agreement to active problem-solving. People now feel compelled to contribute better ideas, leading to more innovative and well-thought-out solutions.
A recent example of this strategy appeared in global politics. U.S. President Donald Trump suggested transforming the Gaza Strip into a “Riviera of the Middle East”. Whether or not this was a serious policy proposal (who knows with Donald Trump?! ), the statement follows the McDonald’s Theory—it forces people to react, challenge, and propose more realistic ideas. It shifts the discussion from vague notions to concrete alternatives.
In business, politics, and everyday life, throwing out an exaggerated idea can be a catalyst for better thinking. It might not be the final answer, but it gets the conversation started. Next time you’re stuck in indecision with friends on where to go for lunch, try it—just say “Let’s go to McDonald’s” and watch what happens.