When i was young, like two years old, i walked into the deep end on my own and sunk to the bottom promptly. I've seen kids four years old now, just tooling around the neighborhood on a regular bike. Andis like, how'd you learn this? Well, i had a bance bike since i could stand,. That's the way. It's been improved, much improved. The drama of our early experiences will not be relived. We were trying to learn how to do something completely the wrong way. Ya, throwing you down the hill me with the training wheels, none of that works at all. These balance spikes. They're very lord of the rings
A big frustration we often encounter in our work concerns decision-making. Folks feel like their process is too slow; too fast; includes the wrong people; excludes the right people; is too big; is too small. No matter the specific organizational headaches, the headline basically stays the same: “We know this isn’t working but we can’t fix the problem.”
In this episode of Brave New Work, Aaron Dignan and Rodney Evans take a deep dive into decision-making indecision, exploring:
- The impediments that tend to block good decision-making
- The “problems” traditional, top-down decision-making processes are designed to deal with
- The myths we tell ourselves about who can decide what and when
- The difference between being non-directive and being indecisive
- The simplest moves teams can make to up their decision-making game
Our book is available now at bravenewwork.com
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