Decision-Making Fast and Slow

Decision-Making Fast and SlowDecisions can be relatively inconsequential, but when they are tough ones, one of the complexities leaders face is how quickly they need to make the decision.  As illustrated in last week’s blog post about James Comey’s many decision points, sometimes you have more time to develop good assessments, and other times you don’t.
Continue reading

Truth or Fiction

Truth or FictionTake a look at an emerging phenomenon: what has happened to the lines between truth and fiction?  They have become blurred by ‘alternate facts’, by reliance on anonymous sources of information, by willfully ignoring evidence that refutes a point of view. Although ‘truth’ can be a relative term in the best of circumstances, it seems to have become open to interpretation more than ever in our lifetimes. As this takes place in the wider world, what impact begins to be felt in the workplace? Continue reading

What Guides Your Decision-Making?

principlesCarved into the granite wall of Northwestern Mutual, a financial services company, is this statement:

The ambition of Northwestern Mutual has been less to be large than to be safe; its aim is to rank first in benefits to policyowners rather than first in size. Valuing quality above quantity, it has preferred to secure its business under certain salutary restrictions and limitations rather than to write much larger business at the possible sacrifice of those valuable points which have made Northwestern Mutual pre-eminently the policyowner’s company.

-Executive Committee, 1888”

Continue reading

Changing Yourself – Fix a Problem and Create a New One?

Change Decision Making ConceptEthan was, in his own words, a reasoned decision maker.  Others saw him as glacially slow, overly analytical, prone to second-guessing himself and others, and afraid to make a decision until he was armed with a semi-trailer load of facts confirming his path.  While no one questioned the general accuracy of his decisions, feedback clearly showed that his long deliberations and inability to accept even minimal risk created an unacceptable bottleneck in the new product development area. Continue reading