i feel like somehow work wants to simplify us into being like, well, you're a leader and you're a follower, and the context doesn't matter. But what is also true is that those contexts shift too much for me to be comfortable with a single leadership paradime. And i wouldn't want someone who's never ever painted a picture to be in charge of painting the mirral in the office. It's reminding me, i did this project with alli. And there was this one, like, superannoying team, and i basiy was like, ye, i'm not going to work with them because i don't want to.
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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