i'm saying this is set up because i remember there had been a decision that really required cross functional participation and points of view. And the lead of this team truly spent like 25 minutes arguing with her about a decision making process that he had never seen or ried. I was like, you can also not engage in thisf you don't want to, but i'm not getting there if you do. It buht. Ad, and i know lake my own personal ego reaction when i started learning idm was just, i wanted people listening to me cause i was the boss.
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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