The latest lift, in my opinion, that will get you the farthest is with anatime. generate the top ten decisions that slow the team down because of lack of clarity. And for those five things, just pick a person who gets to make the final call, even if no one shows up for work that day. The move is, like, people will say, let's write all the decisions down. That's racy shit. Don't do that. Just focus on,. like, the five things that take 80 % of the time, because the other hundred things take 20%. and they miyht not be perfect, but don't worry about that. They have jo idols
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
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